Managing Change In An Age of Disruption A Workshop Using The LEGO Serious PLAY Method


"Change is the only constant in life" is a quote attributed to the Greek philosopher Heraclitus. This is especially evident in recent years as the pace of change accelerates in an increasingly Volatile, Uncertain, Complex and Ambiguous world, commonly described by the acronym VUCA. The COVID-19 pandemic has further compounded this by causing unprecedented levels of disruption to fundamental aspects of modern life and work, resulting in many changes that may be long-lasting or even permanent. Dealing with these circumstances can be challenging, and having a structured framework to contextualise and manage the process of change will be of significant value to individuals and organisations alike in navigating a post- COVID world.

This program leverages on the strengths of the engaging and versatile LEGO® Serious Play® methodology as a thinking, communicating and problem-solving facilitation tool to equip participants with a framework for managing change that is practical, yet capable of unlocking deep insights.

The internationally-renowned LEGO® Serious Play® process has been described as "3D-printing one's thoughts" and is uniquely suited to represent intangible concepts like change in a visual and tactile manner. Participants are guided through a series of hands-on exercises to build metaphorical models in response to questions from the facilitator and to reflect upon their models to extract deeper insights on the topic and reinforce learning objectives.


"Managing Change in an Age of Disruption" introduces the core concepts of the subject based on the Standard for Change Management developed by the Association of Change Management Professionals as well as the ADKAR Model for Change Management developed by Prosci Inc. Participants will apply these concepts to a change process relevant to their circumstances and develop an actionable Change Management Plan through a series of progressive exercises during the course. The concepts and exercises will provide an effective foundation for managing change that can be easily replicated by the participants beyond the classroom.

Who Should Attend

This program is ideal for executives and managers responsible for developing, leading, or implementing Change Management initiatives within their organisations.

It is also suitable for anyone seeking a more structured approach to dealing with change in their daily lives and the world around them.

Program Learning Outcomes

Upon successful completion of the program, participants should be able to:

Understand the basic concepts of Change Management;

Define anchor points for the change process and recognise drivers for change;

Identify and prioritise key actions to transition between the anchor points;

Explore potential challenges and disruptions to the change process; and

Develop an actionable Change Management Plan.

Program Delivery

The program will be delivered via a face-to-face workshop led by a certified facilitator in the LEGO® Serious Play® (LSP) methodology. LSP will be utilised as the core process, supplemented with slides, lectures, group discussions, presentations from participants, quizzes, and other interactive classroom activities.

Class Size

For optimal engagement and more interactive sessions, the recommended class size for this program is 12 participants per LSP facilitator. Larger class sizes up to 25 participants may be accommodated with adjustments to the program schedule and/or additional LSP facilitators.


The standard program will be conducted over 2 consecutive days, from 9am to 5pm. Customised programs may be possible to suit specific requirements if necessary.

Course Structure
Module Code Module Name Module Synopsis
CM1 Change Management Concepts 1 This module introduces some of the key concepts of Change Management and outlines a structured process for change based on the Standard for Change Management.
CM2 Anchoring the Change Process In this module, participants will define two anchor points for their change process - the Current State and the Future State. The Current State establishes a baseline for existing circumstances while the Future State envisions the intended scenario after a successful change has taken place. Drivers for change will be identified, along with elements that need to change as well as those that need not.
CM3 Change Management Concepts 2 This module describes the ADKAR Model as a goal-oriented framework for Change Management. The components of ADKAR - Awareness, Desire, Knowledge, Ability and Reinforcement - will be mapped to the structured process from CM1. Participants will revisit their anchor points from CM2 in the context of ADKAR.
CM4 Developing a Change Management Plan In this module, participants will use a template to develop their own actionable Change Management Plan. They will first identify and prioritise key actions to transition from the Current State to the Future State and then explore potential challenges that may be encountered along the Transition Path as well as methods to mitigate these risks. Implementation strategies will be considered, which will also incorporate methods to review and reinforce the change initiatives.
Tentative Schedule

Day 1 Program

Time Topic
0900 - 0930 Introductions & Ice-breaking
0930 - 1000 Overview of program outline & goals
1000 - 1045 The Context for Change
1045 - 1100 Break
1100 - 1300 Change Management Concepts 1 (LSP)
  • Describe a structured Change Management process
1300 - 1400 Lunch Break
1400 - 1515 Establishing the Current State (LSP)
  • Develop a baseline for pre-change conditions
  • Understand the drivers for change
1515 - 1530 Break
1530 - 1645 Visualising the Future State (LSP)
  • Develop a vision for post-change conditions
  • Differentiate transition & steady-state elements
1645 - 1700 Day 1 Closing
  • Summarise learning outcomes for Day 1
  • Open discussion, questions & answers


Day 2 Program

Time Topic
0900 - 0930 Review and reinforce learning outcomes from Day 1
0930 - 1045 Change Management Concepts 2
  • Describe the ADKAR Model for Change Management
  • Map the Change Management process from Day 1 to the ADKAR Model
1045 - 1100 Break
1100 - 1300 Plotting the Transition Path (LSP)
  • Identify Key Actions to move from the Current State to the Future State
  • Prioritise and rationalise the Key Actions
  • Develop a Change Management Plan
1300 - 1400 Lunch Break
1400 - 1515 Anticipating Challenges
  • Explore potential constraints and disruptions on the Transition Path
  • Consider mitigation methods and contingency plans
1515 - 1530 Break
1530 - 1645 Implementing & Reinforcing the Plan
  • Describe potential strategies to implement a Change Management Plan
  • Outline the need to periodically review, adjust and reinforce Change Management initiatives

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