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A Proposal for Using Lego Serious Play in Education

Article · February 2014

DOI: 10.1007/978-3-319-04825-3_10

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Marta Peris-Ortiz  •  Fernando J. Garrigós-Simón
Ignacio Gil Pechuán
Editors

Innovation and Teaching

Technologies
New Directions in Research,
Practice and Policy

[email protected]
Editors
Marta Peris-Ortiz Fernando J. Garrigós-Simón
Departamento de Organización de Empresas Departamento de Organización de Empresas
Universitat Politècnica de València Universitat Politècnica de València
Valencia, Spain Valencia, Spain

Ignacio Gil Pechuán

Departamento de Organización de Empresas
Universitat Politècnica de València
Valencia, Spain

ISBN 978-3-319-04824-6    ISBN 978-3-319-04825-3 (eBook)

DOI 10.1007/978-3-319-04825-3
Springer Cham Heidelberg New York Dordrecht London

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© Springer International Publishing Switzerland 2014

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Foreword

Teaching Innovation

First of all, I would like to thank everyone who has contributed to this publication.
Thanks to their dedication as they have provided a valuable and informative guide
on a subject that is extremely important for our institution.
Technological advances have led to a revolution in education, a revolution which
has caused a great many changes not only in the way we learn but also in the way
that teachers are able to teach their students. With this, we have also seen an impor-
tant change in the way that education is perceived. We are now constantly research-
ing and developing new teaching methodologies, which has radically changed the
way in which teachers now approach teaching.
Gone are the days where teachers can rely solely on the “chalk and talk” methods
of the past, they now have to evolve. In this book/publication, we can discover these
new ways of thinking and methods so that they can be put into practice and enhance
students learning experiences, as well as develop teaching skills across all subjects
and levels and in all kinds of institutions. This, in turn, leads to a constant improve-
ment in the quality of education.
Nowadays it is possible to obtain a degree or a master online; thanks to the devel-
opment of new applications, but is there more to innovation in teaching than tech-
nological advances? Do we all learn in the same way?
This publication considers development in all aspects of teaching and learning,
from technological advances to the development of moral and teamwork competen-
cies to different types of activities that favour other types of learning such as practi-
cal activities.
Most importantly, thanks to the collaboration of our colleagues. You can now
learn how to put these innovations in teaching into practice in all types of learning
environments.

Valencia, Spain Francisco José Mora Más

[email protected]
Contents

  1 MOOCs, the Flipped Classroom, and Khan Academy

Practices: The Implications of Augmented Learning........................... 1
Adolfo Plasencia and Natalia Navas
  2 Lessons Learned Through Massive Open Online Courses.................. 11
Mónica López-Sieben, Marta Peris-Ortiz, and Jaime Alonso Gómez
  3 Integration of Virtual Teaching/Learning Environments
in Higher Education for the Development of Formative
Assessment in the Field of Accounting................................................... 23
Adelaida Ciudad-Gómez, Jesús Valverde-Berrocoso,
and José Luis Coca-Pérez
  4 Developing Moral Competence in Higher Education........................... 31
Manuel Guillén, Michael O’Mara Shimek,
and Ernesto de los Reyes
  5 Applying Concept Mapping: A New Learning
Strategy in Business Organisation Courses........................................... 41
Marta Peris-Ortiz, Diana Benito-Osorio,
and Carlos Rueda-Armengot
  6 Pedagogical Innovation in Higher Education:
Teachers’ Perceptions.............................................................................. 51
Cristina Mesquita, Rui Pedro Lopes, José Álvarez García,
and María de la Cruz del Río Rama
  7 Concept Mapping to Improve Higher Education................................. 61
Ignacio Gil Pechuán, M. Pilar Conesa García,
and Antonio Navarro-García

vii

[email protected]
viii Contents

  8 Students’ Performance with the Introduction

of the Bologna Process: An Approach Via Quantile Regression.......... 75
Ana Fernández-Sainz, Jose Domingo García-Merino,
and Sara Urionabarrenetxea-Zabalandikoetxea
  9 Exploring the Use of an ICT-Based Tool for Assessing
Competencies in Postgraduate Students................................................ 87
Fariza Achcaoucaou, Santiago Forgas-Coll,
and Ramon Palau-Saumell
10 A Proposal for Using Lego Serious Play in Education......................... 99
Jose O. Montesa-Andres, Fernando J. Garrigós-Simón,
and Yeamduan Narangajavana
11 Applying Teamwork Competence in a Company Course.................... 109
Teresa Barbera Ribera, Marta Palmer Gato,
José Miguel Albarracín Guillem, and Carlos M. Dema Pérez
12 Co-creation Innovation Model for Masters Programs
in the Universities..................................................................................... 117
Gabriela Ribes-Giner, Agustin Peralt Rillo,
and Ismael Moya Clemente
13 Wearable Computers and Big Data: Interaction Paradigms
for Knowledge Building in Higher Education....................................... 127
Roberto Llorente and Maria Morant
14 Designing Practical Activities for Skills Development.......................... 139
Sofia Estelles-Miguel, Gregorio Rius-Sorolla, and Mario Gil

Index.................................................................................................................. 149

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Chapter 10
A Proposal for Using Lego Serious
Play in Education

Jose O. Montesa-Andres, Fernando J. Garrigós-Simón,

and Yeamduan Narangajavana

Abstract  The dynamics of our society is forcing change in the education system.
The knowledge students had to learn remained stable for long periods. And even
when that knowledge changed the learning frameworks remained. Nowadays, the
environment, what we know about any subject, and the stability of our knowledge are
constantly changing. This paper presents an attempt to find new learning methods,
with the objective of creating a process where students learn current models and
frames, while preparing them for change. We have worked with Lego© Serious
Play© over 12 months and it provides an alternative model of the way students learn
and the work of teachers. In this new process, the teacher becomes a facilitator and
consultant who prepares the learning journey and leads the process.

10.1  Introduction

As teachers, our starting point is usually near the Newtonian paradigm, where we
presume an ordered universe in our subject, and attempt to introduce this order into
our students’ brains. We know that this world is simply our perception, in fact the
perception shared by a group of people (academics) who spend their time trying to
perceive the subject and provide a coherent model of what we see. But our students
must be prepared for something different, according to Watkins et al. (2011:15):
“For past generations the Newtonian paradigm fitted nicely into the comfort zone
for most people. It is still hard for most of us to wrap our brains around such

J.O. Montesa-Andres (*) • F.J. Garrigós-Simón

Departamento de Organización de Empresas, Universitat Politècnica de València,
Camino de Vera, s/n, 46022 Valencia, Spain
e-mail: [email protected]; [email protected]
Y. Narangajavana
Business School, Walailak University, 222 Thaiburi, Thasala District,
Nakhon Si Thammarat, 80160, Thailand
e-mail: [email protected]

M. Peris-Ortiz et al. (eds.), Innovation and Teaching Technologies: New Directions 99

in Research, Practice and Policy, DOI 10.1007/978-3-319-04825-3_10,
© Springer International Publishing Switzerland 2014

[email protected]
100 J.O. Montesa-Andres et al.

q­ uestions as: ‘Is order essential to the structure of the universe or is it simply a prod-
uct of human perception?’.” If order is indeed simply a product of human percep-
tion, students must perceive this order, as the state of the art, and as a serious model
before they can understand the subject being taught.
Subjects we teach may remain unaltered during our students’ lifetimes. We can
look at previous changes in a subject, and imagine how that knowledge will change
in the future. The difficulty lies in trying to envision radical changes.
In view of the above, teachers therefore face a complex situation. With previous
paradigms, students had to learn the order created in a subject. But nowadays, we
need to prepare our students for more flexible situations, although the time avail-
able for each subject remains the same. We now have a clearer understanding of
disruptive science and the problems the people involved in scientific breakthroughs
had with their teachers when they were young. We also know that people who do
not accept previous perceptions (paradigms) of a subject have fewer problems
addressing new views.
Students need to be provided with first-hand experiences, make their own reflec-
tions, and then be shown the current knowledge. They must also be active in working
to understand their experiences and draw their own conclusions.
Our work focuses on knowledge management and learning organizations, and so
we approach the learning process from this point of view. Organizations are the context
in which our students are likely to work and indeed, where they will learn in the future.

10.2  T
 heoretical Framework: Knowledge Management
and Learning Organizations

According to Hicks (1999), there are some formal learning situations, where indi-
viduals consciously “learn” and “study.” However, at other times learning is a spon-
taneous process (without any necessary deliberations or assessments) or occurs at
many levels and in many ways. Information or skills may be imparted quite explicitly
and at the same time the values and attitudes of the trainer will also be implicitly
communicated, or we may be learning “incidentally” at times, as we acquire, process
and remember information automatically.
According to March and Simon (1958), account must also be taken of the fact
that people cannot heed and listen to everything in the environment, as the sensorial
system has various physical limits that make our attention and perception selective.
The way we categorize and organize information is based on a wide variety of
­factors, including the present situation, our mood and emotional state and also our
previous experiences of the same or similar event. In addition, humans make a
­number of inferences that, if true enable us to save time and speed up the process,
they also lead to distortions and inadequacies. This fact influences students’ concep-
tions of reality and also their behaviors in the classroom.
In order to understand the learning process, we have to focus on knowledge itself
and ways to improve it. In this vein, Polanyi (1966) established the difference
between tacit knowledge and explicit knowledge, a distinction that has been used

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10  A Proposal for Using Lego Serious Play in Education 101

broadly by professionals and researchers in areas such as knowledge management

(Herschel et al. 2001:107).
Explicit knowledge is clearly formulated or defined, easily expressed without
ambiguity or vagueness and codified and stored in databases (Bollinger and Smith
2001:9). This knowledge can be coded in writing or symbols. However, only a small
part of our knowledge is explicit: we know more than we can tell (Polanyi 1966:4).
Tacit knowledge is unarticulated knowledge in people’s minds and it is often dif-
ficult to describe and transfer (Bollinger and Smith 2001:9). It is the knowledge we
all feel we understand, but is ultimately difficult to articulate clearly (Polanyi 1966).
Polanyi covers the aspects of knowledge that are hidden and impossible to articulate
(Gómez and Jones 2000:697).
According to Hall (2001), tacit knowledge is subjective and known by the indi-
viduals themselves, it can be even partially unconscious as in the case of habits and
skills. In contrast, explicit knowledge is codified, objective, often annotated and
sharable and always flows from human relations. This distinction is crucial because
of the “transferability” and “appropriability” of explicit knowledge as opposed to
tacit knowledge (Grant 1996); and it is essential for understanding the importance
of other ways of learning, apart from the traditional focus on the oral transmission
of information in schools.
In addition to this distinction, Nonaka and his co-researchers describe two pos-
sible dimensions of tacit knowledge (Kidd 2001:117). The first is technical “know-­
how.” The second is cognitive, comprising beliefs and mental models developed
over the years whose schemes are difficult to change because often we “take them
for granted.” Given these differences, Nonaka and Takeuchi (1995) provide a model
that refers to “the various stages in the dynamic spiral of learning” (Kidd 2001:117).
According to Nonaka and Takeuchi (1995:225), knowledge conversion among
members of any organization occurs in four stages:
1. Socialization (from tacit to tacit knowledge), or the sharing of knowledge over
time. This stage develops through the fact of being together and sharing experi-
ences over time, rather than through verbal and written exchanges.
2. “Outsourcing” (from tacit to explicit knowledge). This stage requires the expres-
sion of tacit knowledge through metaphors, analogies or narratives, means used
by individuals to integrate into a group’s mental world.
3. Combination (from explicit to explicit knowledge). In this third stage Nonaka
and Takeuchi talk about communication and dissemination. This stage involves
three steps: collection of explicit knowledge, external dissemination of this
knowledge and the publication of new material to make it more useful.
4. Finally, the fourth stage is one of “internalization” or conversion of explicit
knowledge into tacit knowledge by identifying the self knowledge needed to
work in the organization. This stage includes training programs and simulations
embedded in learning through action.
Although Nonaka and Takeuchi attempt to explain how knowledge emerges and
is transformed in organizations and we focus only on education in the classroom, we
think that these approaches serve to reveal the steps that an individual can take to
obtain knowledge, and examine aspects such as the fact that accumulations of infor-
mation are of little value: only information which is actively processed in an

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102 J.O. Montesa-Andres et al.

individual’s mind through a process of reflection, clarification and learning can

be useful.
A focus on the individual’s external environment (in this case the situation in the
classroom) rather than only on their skills and capabilities can help to improve the
educational process. Although the learning process includes aspects of private life or
life outside the classroom and individuals’ skills and capabilities, we should not for-
get that many of the aspects that influence learning are mediated and to some extent
enhanced by the mechanisms of obtaining knowledge within the classroom, so atten-
tion to these aspects is crucial. According to Hicks (1999:346–347), many internal
(perception, memory, motivation, attitudes, ability level, emotions) and external fac-
tors (relationships, rewards and punishments, environment, context, methods such as
facilities or tutors, etc.) constantly affect each other in the process of learning.
In this frame the school as a learning organization is key for developing knowl-
edge, and improving learning itself.
In the 1970s, some authors popularize the concept of the learning organization.
This frame was developed with the work of Argyris and Schön (1974), Senge
(1990), or Pedler et al. (1991). However, the concept was not new, since in the
1960s, Cyert and March (1963) devoted a section in their book to “organizational
learning,” talking about adapter behavior over time, using individual members as a
tool (Cyert and March 1963:172).
However, the focus of learning organization places more emphasis on the role of
the organization as a vehicle for learning. According to Argyris, each individual has
a potential that can be intensified or reduced depending on how the organization is
managed, thereby highlighting the importance of organizations in their members’
personal development.
There are many definitions of a learning organization. For instance Garvin (1993)
described it as an organization that is skilled at creating, acquiring, and transferring
knowledge and at modifying its behavior to reflect new knowledge and insights.
These skills include problem solving, learning from past experiences, experiment-
ing with newly learned techniques and assumptions and managing knowledge
within the organization. Pedler et al. (1991) provide one of the most commonly used
definitions of a learning company as an organization that facilitates learning in all
its members and continuously transforms itself and its context.
Another important contribution is from Senge (1990) and Senge et al. (1999)
who proposes the “learning organization” as a practical model. He argues that a
learning organization has the ability for both generative learning (i.e., active) and
adapter learning (i.e., passive). According to Senge (1990:12–13), a learning orga-
nization is a place where people are continually discovering how they create their
reality and how they can change. Senge (1990) and Senge et al. (1999) also empha-
sizes five disciplines required for building learning organizations:
(a) Personal mastery: involves formulating a coherent picture of a personal vision
(the results people most desire to gain as individuals), taking into account a
realistic assessment of the current state of their personal realities.
(b) Mental models: images, assumptions and stories we carry in our minds about
ourselves, other people, institutions and all aspects of the world. They are

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10  A Proposal for Using Lego Serious Play in Education 103

important as they can distort our vision, and also our behaviors. These models
are tacit and invisible.
(c) Shared vision: stresses the relevance of a mutual purpose. The creation of a
shared vision helps to create a sense of belonging and consequently, commit-
ment. Teachers need time, attention and strategy to develop this discipline.
(d) Team learning: a discipline of group interaction, which concentrates on

a group’s collective potential. People work well when they allow others to
work well. There is an alignment and they function as a whole. Teams must
transform their collective thinking, through techniques like dialogue and
skillful discussion.
(e) System thinking: the ability to approach the world with a wide-angle lens, to
see how our actions relate to other areas of the same activity; focusing on
­feedback loop behavior and the complex characteristics of a system.

10.3  Lego© Serious Play© Process

The term “Serious Play” is used with different meanings, always far removed from
leisure and near to business, industry or war, as Roger Smith proposes in INTSEC
2009 (tr. 4/81). The most general definition we found was: “games that do not have
entertainment, enjoyment or fun as their primary purpose” (Michael and Chen 2005).
Some authors include serious games as a subset of video games, as Minhua Ma et al.
(2011:9) propose in “Innovations in Serious Games for Future Learning,” when they
write: “The recent emergence of serious games as a branch of video games …”
“Lego Serious Play” (LSP) falls within Michel and Chen’s definition, but is closer
to face-to-face interaction between people and physical objects than videogames.
According to Rasmunssen in “The Science of LEGO SERIOUS PLAY,” “SERIOUS
PLAY is a concept developed over several years by Executive Discovery, a member of
the LEGO Group. It emerged out of the research and experience of a number of aca-
demics and practitioners searching for more effective ways to meet the increasingly
complex and challenging demands of the business world.” This definition contextual-
izes the tool, but in order to understand the tool, Rasmunssen clarifies “what” LSP
delivers to users: “SERIOUS PLAY is our name for the process we have developed to
bring the creativity, the exuberance, and the inspiration of play to the serious concerns
of adults in the business world.” Both definitions are obviously commercial messages,
but we (along with other universities, companies and governments) are interested in
the fact that this tool is used to improve companies, as reported in the “White Paper on
LEGO® SERIOUS PLAY® a state of the art of its applications in Europe.”
We start by analyzing LSP in order to understand and break it down into its dif-
ferent components, in order to use them in the learning process. We experienced
LSP in several sessions provided by an LSP facilitator to observe the process and
its dynamics.
These LSP sessions appear to be an evolution of the exercises proposed by Michalko
in “Thinkertoys”, and similar to the “Gamestorming” proposed by Gray et al.

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104 J.O. Montesa-Andres et al.

According to “Gamestorming” “successful creative people tend to employ simple

strategies and practices to get where they want to go,” and call them games.
From the management point of view, LSP is reminiscent of the process proposed
in “The Dance of Change” by Peter Senge and of the concepts proposed in
“A Positive Revolution in Change: Appreciative Inquiry” by David L. Cooperrider
and Diana Whitney.
According to Frick et al.’s simple definition “(LSP) is a facilitated workshop
where participants respond to tasks by building symbolic and metaphorical models
with LEGO bricks and present them to the other participants.”
LSP proposes two levels of action, a basic core level and the workshop process
level.
The workshop process addresses a route defined by the facilitator and some
champions in the company that people participating in the workshop must follow.
The route is similar to what Gamestorming calls the “game of business” where you
identify where you are and where you want to go. If the goal is clear and unambigu-
ous, the idea is to go from the starting point to the goal crossing a set of pre-­established
points, and step by step reach that goal by including all the participants’ points of
view. As Gamestorming addresses innovation, the goals are usually ambiguous,
uncertain, and volatile. The “game of business” can be planned like any project, but
the facilitator must be aware of new directions and allow the team to take them. The
problem for the facilitator is to determine if the chosen way will achieve the goal
(generally a broad range of points are accepted as the goal). The facilitator is an
important actor, as Gamestorming notes: “keep in mind that you may have more
experience navigating complex challenge spaces than some of the other people in the
room. You may have a better sense of how far along you are than they do. If you are
the captain of the ship, it may make people nervous if you express too much doubt.”
In the introduction, LSP assigns the facilitator with a different role, “Building
upon the inclusive and participatory nature of the LEGO System, LEGO® SERIOUS
PLAY® rejects the idea that external ‘experts’ must be brought in to identify prob-
lems, and to propose solutions; on the contrary, LEGO® SERIOUS PLAY® begins
with the assumption that the answers are ‘already in the room’.” Therefore the LSP
facilitator is similar to the Appreciative Inquiry facilitator in Watkins’ proposal
where “the [Organization Development] OD Consultant facilitates the process so
the role of consultant is almost invisible.”
The LSP core process is the process to be followed with each question and is
structured as follows (Lego Serious Play Methodology, 7):
1. The first step of the ideal learning spiral is to help people connect to what they
are going to explore, and to understand the context and meaning of what they are
about to learn more about.
2. The second step is to involve people in a process where they create a product
connected to the targets of exploration, involving their own knowledge and
reflections as well as their own creative skills—and their own hands.
3. The third step is to help people reflect on what they have created and look deeper
into their own reflections about their own product, in order to become aware of
what their explorations have brought them, and in order to gain more insights.

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10  A Proposal for Using Lego Serious Play in Education 105

4. The fourth step is that people get a chance to connect their newly gained knowl-
edge to new explorations they would want to pursue.

10.4  Proposal

We apply an adaptation of LSP in the classroom. Fig. 10.1 shows the students’

­initial level of competence in the subject, different for each student, due to each
student’s previous experiences.
In Fig. 10.1, the knowledge to be taught in a session is shaped by the learning
objectives and the transversal competences to be addressed.
We must identify the student’s knowledge and ask questions related to their prior
knowledge, so they can play and talk around these concepts, individually and in the
learning group. We represent as “student X prior knowledge” the knowledge each
student has. This area is a comfort area for the students, in this area we know that if
you try to teach by telling, students with enough knowledge will be bored. But if
you ask them, they are happy and involved in the answer. Questions must be created
to address this involvement. Based on Nonaka’s model, we try to transform ­student’s
tacit knowledge into explicit knowledge by modeling it with Lego metaphors.
We activate this process in the second step of the LSP core process. Students are
asked to create a metaphor for the item with LEGO bricks, and then develop a story
to share their points of view with the others.
Students usually listen to each other’s story, some because they have knowledge
and they want to tell their stories in a proper manner, while others recognize their igno-
rance and learn by means of these stories. Fig. 10.1 shows that students overlap and
can be talking about things connecting the knowledge. In this situation, students learn
sharable knowledge by peer learning. Here, the teacher must be ready to clarify what
has been said in contrast to LSP where the facilitator did not add new information.

Fig. 10.1  Knowledge to be taught in a learning process

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106 J.O. Montesa-Andres et al.

The next step is when students combine their knowledge, creating a landscape of
what they are talking about (the sharable area is completed). Again the teacher takes
the opportunity to order their knowledge. The teacher usually has a landscape model
(a Business Model Canvas, a Conceptual map, or a Mind map) and students do not
usually question the model. At this stage, students put their creations on a surface,
or just parts of their creations, because they believe that other students express a
concept in a better way; they are free to select as a team the items to represent the
acquired knowledge. More than that, they feel comfortable in this atmosphere of
collaboration and they talk about the model. As the teacher proposes the framework
for the LEGOs, sometimes students start looking at certain “empty spaces” in the
landscape, and they expect something to cover them. This anticipation activates
questions about the subject they can ask to improve their own knowledge and other
students’ knowledge too. With the landscape the teacher can ask questions and stu-
dents can answer easily due to the items on the table, recalling the concepts and
relations modeled as strings or lines connecting the concepts. Although the process
seems to be clearly specified, the teacher needs extra material and other types of
activities in order to address the covered area because some students want to work
more deeply with certain concepts.
Students usually enjoy these learning processes; they play and feel free to express
their points of view. When asked about the experience, curiously their replies are
similar to the responses when LSP is used in industry.
Students socialize their knowledge and themselves in the group, generating a
high level of satisfaction. Some students ask for this type of activities at the begin-
ning of the course in order to get to know the other students. Fellowship increases.
When you use these techniques students use their hands (constructing with
Lego©), become creative, make up and tell stories, open their minds to the question
more freely, they feel part of a team, and if the final landscape is modeled as a sys-
tem, they gain a systemic view of the knowledge. When you propose a way of
completing the knowledge they are ready to take it on board.

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 10  A Proposal for Using Lego Serious Play in Education 107

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