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date: 10 July 2020

Abstract and Keywords

This article provides a descriptive account of how researchers at the Imagination Lab Foundation (I-Lab) designed, facilitated, and followed up on organizational interventions involving a process called “serious play”. It additionally describes the outcomes observed in association with these interventions, and closes with a series of reflections on the significance of those outcomes for organizational decision making, especially with regard to the relationship between strategy process and content; the overcoming of psychological defenses; the role of power; and the cultivation of adaptive potential. This article begins by outlining several basic assumptions. It then describes in detail the design and facilitation of interventions involving serious play in organizations.

Keywords: Imagination Lab Foundation, organizational interventions, serious play, organizational decision making, strategy process, strategy content

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