Vancouver Fellows use LEGO® Serious Play™ for Creative, Collaborative Decision Making
Guest blogger Jacqueline Lloyd Smith, FRSA, discusses a recent Fellows’ meeting in Vancouver where she introduced the principles of the LEGO® Serious Play™ methodology
Globally, many companies are working with Management Consultants who use a facilitative approach with a creative tool called LEGO Serious Play. Yes, this is the LEGO brick, the toy that was originally designed for children and named after the Danish phrase leg godt, which means “play well”.
You might be wondering, how can adults play with LEGO to generate better ideas, improve decision making, or communication? Following is an overview of the process, how it works, and a description of how, this spring, Canadian Fellows and Friends of the Society met in Vancouver to discuss the strategic direction for the group going forward, utilizing this innovative tool to facilitate deeper, richer conversations.
First, what is this tool? In the early 2000s, the LEGO Group, struggling with its own strategy, decided to invest in learning. Because the toy had helped shape so many young minds, could it also be used to help adults address complex business processes such as strategic thinking, innovation mining, problem solving, and decision making? Great question. We know that business, organizations and communities struggle to do these things well, especially now, during rapid times of change requiring a more agile mindset.
They worked with two psychologists who created the framework for the process, which has four steps:
- Constructing
- Giving meaning
- Storytelling
- Reflecting
They discovered the outcomes were:
- Insight
- Confidence
- Commitment
They found that this process allows for 100% engagement because it keeps all participants in the Flow Zone, as described by Mihály Csíkszentmihályi. During its early stages of development, the process was introduced to a community of management consultants who formed the LEGO Serious Play partner community.
So, how and why does it work?
These practitioners continue to use the tool today and they improve it each time they apply it to a new business situation or challenge. No two workshops are alike because they are always customized to meet the outcomes of those using the tool. Adopting an agile mindset during the process allows participants to discover new issues and to change direction, as the facilitator adjusts to drive the group toward its desired outcomes.
The process engages whole brain thinking. We tell people to think of their hands as the search engines for their mind, as their brain is a perfect computer system that holds complex information. But the brain needs a process to tap into that hidden power to bring it out into the light for objective examination. When we use our hands for building and we have the limitations the bricks provide, it is amazing how quickly the brain works through the hands to solve problems.
The facilitator constructs probing questions for the group to answer, starting with simple stepping into more powerful and complex questions, allowing everyone to answer from their perspective. Participants answer the questions through model building, which uses applied and systematic creativity to move the group forward. A strict etiquette is applied to all sessions, which the facilitator maintains to keep the group on track. This etiquette allows for an objective look at complex and challenging topics. It facilitates turn taking, model interpretation by the model builder, consensus building, and it provides a safe and playful environment where participants can take risks and share information.
People are building metaphorical models called artifacts. These artifacts hold complex information that is communicated through the process of story telling. This is effective because our brains use the frontal cortex to solve problems, but this area is also only able to remember about seven things at a time. So typical complex problem solving can be challenging for the brain and since the brain is wired for survival and hates confusion, the brain prefers to default to something that it has already tried before.
How many times have you attended a meeting, only to leave thinking it was completely unproductive?
This process drives new ideas and different thoughts by the sheer nature that we are not thinking with the help of a flip chart or the dreaded PowerPoint presentation. The LEGO® process also uses systems thinking to dive deeper into problems, so participants consider and address everything on the business landscape. This is important because we know that businesses, communities, and organizations all function as part of a bigger system. The system is created through the careful placement and connection of the artifacts. But it is not the LEGO bricks or the model at work here. It is the conversations that people are having while using the bricks as a prop to help give the thinking a hand. As you can imagine, LEGO Serious Play is a great tool to facilitate the design thinking processes.
Third, how was it used by the RSA?
Approximately forty people participated in the event. Graphic posters displayed around the room indicated the nine areas for discussion, which the organizers identified beforehand. The groups self-sorted by selecting a topic they felt passionate about for small group work. The first step of engagement is to ensure that people are working on topics they are interested in, have some connection to, and where they feel their involvement can make a difference. The topics included:
- Public Engagement and Collaboration: To enhance neighborhood police services
- Improving Substance Abuse Services: Through the engagement and support of drug users
- Making Connections for New Canadians: Working to ensure a sustainable future
- Transformation of Local Libraries: Creating business hubs for lifelong learning
- The Social Enterprising Prison: Creating programs for inmates to give back, while building needed skill sets
- Rethinking Education: Creating systems and practices that are truly learner centered
- Easing Social Isolation and Loneliness of Seniors: Through service redesign
- People Centered Cities: Creating better public space that’s lively, healthy, attractive, sustainable, and safe
- Energy and the environment: The path forward
Participants used a human bar chart to form small groups of five to seven people. This showed where people, as a group, had interest and focus. Some topic areas received no interest and those were not unaddressed.
Once participants selected their interest, they worked together using systematic creativity facilitated by members of the Strategicplay® Group from Vancouver. The building began with individual models and then the groups worked together to build larger joint models to explore and gain a deeper understanding of these complex issues. The facilitated discussions allowed participants to see, hear, and experience rich conversations and to unearth perspectives from all participants.
For new members and friends it provided an opportunity to see the types of work in which the RSA is engaged, how their fellow participants view the topic, and how they themselves might like to become more involved.
Following the session, participants formulated a planning committee, which has now narrowed the focus areas down to a few topics with the aim of putting serious action projects together.
For more information or to understand more applications of StrategicPlay with LEGO Serious Play visit: www.strategicplay.ca
Jacqueline Lloyd Smith, FRSA
Model Mentoring: an RSA SkillsBank update
RSA SkillsBank continues to grow with a variety of pilot programmes working with a diverse group of partner organisations. Our latest confirmed initiative is the Adopt a Student pilot with Lilian Baylis Technology School, the first London school to join the RSA’s Family of Academies. The aims of the pilot are varied but there will be a focus on commitment between student and mentor demonstrating a higher level of work experience and career development. Already we have received enthusiastic feedback from Fellows wishing to participate in this experiment.
The launch event planned for the pilot, Thursday 31 May, will allow Fellows and RSA SkillsBank participants can find out more about this scheme and how they can get involved. More importantly this is a chance for Fellows to work closely with students and give insight into work, organisations and help raise individual aspirations. If you are a Fellow and would like to volunteer register for RSA SkillsBank online and contact Alice Dyke or myself.
Other current RSA SkillsBank pilots include Changemakers (linked to the RSA work with CitizenPower), the Wales Churchill Fellows Advisory project and we are currently discussing collaboration with School Governors’ One-Stop Shop. If Fellows have any other suggestions or ideas for developing the SkillsBank and opportunities to capitilise on the expertise and knowledge Fellowship brings to the table please let me know. It would be great to hear from you.
Deputy Head of Regional Programme
Twitter @vivslf
A Place in the Sun
How do you take a social enterprise abroad? What challenges would you face? Would social enterprise even make sense where you were going? Don’t ask me. My minimal mastery of social enterprise basics permits all sorts of fantastic solutions: tell the embassy, alert the press, we’ll be fine.
My ignorance also forces me to ask: what even is a social enterprise? On the train to the joint RSA and Skoll Centre for Social Entrepreneurship event in Oxford, RSA Catalyst Programme Manager Alex Watson offered an answer: it’s an organisation that aims to reinvest in human and environmental development, not merely to maximise profit. Satisfied with the answer and a few healthy examples, I began to consider the initial question again: how would you take that abroad?
27,000 Fellows; 260+ Catalyst applications; 80+ networks: We’re stepping up support for more
At the RSA, we’ve been working with Fellowship networks for some years. Our aim has been to provide opportunities for the most active and innovative Fellows to support each other and to help the RSA meet its goals.
I am excited to announce a new phase in our efforts. With the Governance Advisory Group recommendations adopted at last year’s AGM being implemented and the Fellowship survey results in, we are now in a position to refocus our efforts. Specifically, Trustees would like to increase support for high-potential projects.
For this reason, the team will now split into two inter-dependent entities: one focused on the day-to-day work of RSA Fellowship Regions and Nations, working with Fellows where they are; one providing specialised support for Fellowship activity, including our Catalyst seed fund, online community management, communications support and so on.
To focus the mind – the Trustees have asked that by 2015, the RSA should have a well-established series of support mechanisms to ensure that the most active, engaged and innovative Fellows regard the RSA as a major resource for the achievement of their goals. This will mean actively developing those mechanisms in dialogue with Fellows and in response to the findings of the Fellowship survey. It will also mean increasingly focusing our resources on supporting practical, innovative work undertaken by our most active and engaged Fellows.
By restructuring the team we will be able to meet the following specific objectives over the coming years:
• develop clearer access points and information for those active and innovative Fellows wishing to engage with the RSA more closely for the first time;
• raise the number and quality of applications to the Catalyst fund;
• improve the in-kind support and advice offered to Catalyst winners through development of the Skills Bank and improved links with Projects;
• design and resource ‘enhanced support’ for those Fellowship activities that reach the point at which they can achieve significantly increased levels of impact and profile;
• provide greater opportunities for the most active and innovative Fellows to support each other and establish new networks through development of the Skills Bank, holding of more regional, national and international network events and encouraging greater use of on-line resources
We’ve been working closely with the Trustee board and the Fellowship Council leadership on this and we’re now ready to get underway.
Introducing the Regional Programme team – led by Vivs Long-Ferguson
This team will provide support for our Regional, National and Network leaders as well as the RSA Programme as a whole in line with strategy and against a clear set of impact-driven targets. Vivs brings a wealth of experience from the field to this role and is itching to get started – and going forward, the regionally focused Networks Managers will be known as Regional Programme Managers to better reflect what the role entails.
Introducing the Specialist Programme team – led by Jamie Cooke
Charged with supporting the Regional Programme team as well as the RSA Programme as a whole including a series of priority Fellowship projects, this team will be deploying specialist skills in a focused manner.
The RSA Fellowship Regional and Specialist Programme team (née Fellowship Networks) provides support to our most active and innovative Fellows
Later this summer we’ll be introducing a new role – that of Project Engagement Manager designed to meet the strategic imperative around Projects. Sam Thomas has been appointed to this role – yet it will be a transition over time as he is of course currently fully focused on supporting London Region.
To keep things simple, we’re also amending a few job titles in the specialist team to make them better reflect what people do.
This is an exciting next step – stay tuned to this blog to keep posted – and if you are a Fellow and interested in working with us (or know an action-oriented Fellow with rolled up sleeves who you think could make a real difference to the RSA), why not consider responding to today’s call for nominations.
Michael Ambjorn is Head of Fellowship – Follow him @michaelambjorn
Get Involved!
On Tuesday night I had the chance to attend my first New Fellows’ Evening at John Adam Street. Held in the atmospheric Vaults, it was a great opportunity to meet some of the people who had recently joined the Society and to find out a little about what had motivated them to come along. My colleague Lou wrote recently about the experience of attending a New Fellows’ Evening, and I would highly recommend you take a read. From my perspective, I wanted to reflect on the opportunities for developing new activity that the event offered.
One of the key sections of the evening involved Vanessa Harrison, one of the RSA’s Trustees, and Bob Porrer, Chair of the Fellowship Council, taking Fellows through the inner workings of the RSA and the different activities that we are engaged in as a Society. It is always fascinating for me as a member of staff to be reminded of how diverse and widespread our impact is, so for new Fellows it was quite an inspiring experience. Building on these inputs was a section from my colleague Alex Watson, who explored some of the key ways in which Fellows can get involved in the Society’s work. These included joining local networks; contributing to the online activities of the RSA (such as our Twitter and LinkedIn accounts) and making use of the Catalyst Fund which he manages.
The key message of these offerings was that Fellowship is as active a proposition as you want it to be. There are numerous ways to engage with the RSA and the work we are undertaking, and even more crucially to initiate your own work. New projects and ideas are springing up across the globe, and we are working hard to support them and bring successful ones to fruition. Indeed the international flavour of the Fellowship was strongly on show last night – as well as being delighted to see one of our Fellows from Orkney in attendance, I had discussions around ideas for potential new activity in the Republic of Ireland, Bosnia and Hong Kong.
In fact, one definite idea which we are developing from the event is the desire to start a new network for Fellows in Orkney. Having already been pleased that we’d managed to start a network in the Scottish Highlands last year, I must admit that getting something started off the mainland really has captured my attention! So if you are resident in Orkney, or know someone who is, feel free to drop me a line to discuss how you can contribute.
And if you don’t happen to live in Orkney, you can still find out if there is a network in your area. And if there isn’t, why not think about starting one. These can be geographically based or focussed on a theme, but they offer ideal opportunities to bring together Fellows and interested others to work together to make genuine impact.
So, if you get the chance to attend a New Fellows’ Evening, either in London or elsewhere, I’d highly recommend it. But there are plenty of ways to be involved, no matter how long you have been a Fellow for, so take the chance and make a difference.
Jamie Cooke is Senior Networks Manager for Scotland, Ireland and NE England – follow him @JamieACooke
Chelmsford wins city status – with help from RSA fellows
There is only one town in England to have been awarded city status as part of the Diamond Jubilee celebrations – that town is Chelmsford.
Malcolm Noble
The RSA fellow-led Changing Chelmsford project played a key part to make this happen.The application for city status referred to this project as a “ground breaking initiative bringing together local people, academics and key businesses to consider the most appropriate future for the town”. For two years the town has been through a process of conversation, collaboration and (most importantly) community action that has helped create Essex’s first city.
What is Changing Chelmsford?
Achieving city status is only one small part of an on-going story. In 2010 a small number of individuals from Essex County Council, Chelmsford Council, the Academy of Urbanism and the RSA established Changing Chelmsford as a pilot project.
Responding to the 2008 Borough Council ‘action plan’ for the town centre, we brought together local individuals, organisations and professionals with others able to share experiences from similar places in England and elsewhere within the EU. Funding was obtained from the local authorities, business sponsorship and the RSA Catalyst budget. A programme manager was appointed to run what was labelled ‘Changing Chelmsford – how bold is your vision?’ Eight workshops led to a ‘town like ours symposium’ and a synthesis called the ‘Town Commons’. The outcomes were 100 plus ideas, 18 self-organising initiatives and one big step.
Statue of Marconi in Chelmsford. Photo by Stephanie Mills
A festival of ideas
In 2011 we launched the ‘Festival of Ideas’ – 9 events involving 116 invited participants from 48 different organisations and many members of the general public. The focus was the concept of the ‘Heritage Triangle’: the desire to transform three unused or under-used buildings representing the town’s heritage and the links between them. They were an 18th century Quaker meeting house, the Marconi factory and the Georgian Shire Hall – all sites now have new activity or are going through periods of reform.
How to make it work
The essential elements to success have been:
- Recruiting committed individuals – you need to include people from across the local community (the fellowship is a great place to start)
- Establishing a formal organisation – essential if continuity is to be maintained (Changing Chelmsford is now a Community Interest Company)
- Rigorous planning – the key to making progress. To quote Abraham Lincoln: ‘given six hours to chop down a tree, I will spend the first four sharpening the axe’.
What’s next?
Chelmsford is still changing – we’re not finished yet. In October our Festival of Ideas will be organised in partnership with Anglia/Ruskin University. Local community groups will play a key role: notably the Young Explorers, with work embedded in the curriculum of local schools and Chelmsford College.
To discuss how you might do something similar in your area please get in touch.
Malcolm Noble FRSA is Chair of Changing Chelmsford CIC. Read the Changing Chelmsford report from 2011.
A Road Less Travelled
Last week has been one of those involving lots of travel. It happens occasionally for us staff that regardless of well made plans and diary management sometimes we need to be in 3 or 4 places in one week. This week started on Saturday in Blackburn and finished in Nottingham. To summarise:
Saturday means Blackburn at the Community Centre in Little Harwood helping the RSA Projects team deliver a community workshop on health and wellbeing research project for Blackburn Council. The aim of the session was to feed back to the community and disseminate the findings of research. With a community as diverse as Little Harwood the sessions shifted between in-depth individual conversations and wider group discussions. This demonstrated the value of tailoring methods to engage with your audience. For further information on this project contact Gaia Marcus
Workshop, Little Harwood
Tuesday a fleeting visit to North West and the latest planning meeting for the Keep Calm and Prepare for Change Conference planned for Manchester on 18 October 2012. This event will connect and combine new ways of doing business, examine how we can use resources wiseley and shift society perspectives around living sustainability. Co-ordinated by a groups of Fellows the event has already secured major support from the University of Manchester, Manchester Metropolitan University, Business in the Community and the RSA. If you would like to get involved please contact Lilian Barton.
Wednesday leads to Yorkshire to talk through governance changes and preparing for Fellowship Council and Regional Chair elections. I also connected with York Fellows at the Ebor Lecture with David Halpern. The York Network is exploring a collaboration with Ebor and their many partners (including York St John University and Joseph Rowntree Foundation) to encourage debate and discussion with this programme currently focusing on “Big Society”. The next event will be on the 2 May in York Minster with Will Hutton. The York Network will be hosting a small get together to continue the discussion and debate.
Thursday finds me in Nottingham for a Network meeting on RSA SkillsBank, a project I am currently leading on. As well as general relaxed networking and connecting we also talked through the aims of SkillsBank, how Fellows can get involved and how we can swap into the expertise or knowledge to help their project. We also found time to play the Skills Game and demonstrated how everyone has something to contribute.
So a busy and productive week highlighting the many diverse activities of the Fellowship.
Vivs Long-Ferguson, Senior Networks Manager
Twitter @vivslf
The Great Room Papers, 2 of 2: A Room with a View
In my previous post, I briefly explored how James Barry’s ‘Distribution of Premiums’ sets out guiding principles for the RSA, with reference to the Society’s commitment to equality. In this post I’m looking to see how the painting captures something a lot less abstract about the Fellowship.
It’s as lively as the other panels in the series, mingling dignitaries, London awaking and even a falling Lucifer. William Shipley, Edmund Burke, Lord Romney and a bewigged Dr Johnson are among the crowd, debating and discussing, as you’d expect. It’s all very impressive, but why is it relevant to today’s RSA? Well, the painting captures Shipley’s energetic policies to ‘embolden enterprise, enlarge science, refine arts, improve manufactures and extend commerce’. He proposed to do this by awarding Premiums to worthwhile social projects, and using the expertise of the Fellowship to bring those projects to fruition.
Mrs. Montagu recommends a young lady to other Fellows and Dr. Johnson does the same, whilst William Locke and Dr. Hunger examine a Premium winner’s work. If I was inclined to contemporary business-speak, I’d say Fellows and the RSA were building capacity by developing the Fellowship network and investing in social capital. Given my preference for the everyday, I’ll say they’re supporting projects by offering to help and getting people involved in the Fellowship.
One way RSA Fellows’ networks can help local social enterprises
The Angels’ Attic evening organised by the RSA Fellows’ Thames Valley Network in Reading recently gave four organisations each 25 minutes to get input from Fellows on the challenges faced by their start-up social enterprise or increasingly-entrepreneurial charity.
The event went so well that when I later met with colleagues from the Fellowship Networks team (who have helped Fellows put on similar events across the UK) we decided we will create a space online to share guides or toolkits that will help others draw on these successful event formats such as these in their own location. But before we create this, here are my brief thoughts on what happened, what good came from it and what caused that success.
Earth Hour – how to turn Fellows into ‘Doers’…
Hermione Taylor FRSA is Founder of The DoNation, a sponsorship site that replaces cash with action, aiming to actively engage people in living more sustainably. She was one of the entrepreneurs in the RSA Social Enterprise Spotlight last year, receiving invaluable support which enabled The DoNation to survive and thrive through its first year. Hermione guest blogs here about the WWF’s recent Earth Hour, enabling a community of ‘Doers’ and the potential of the RSA Fellowship:
At 8.30pm one recent Saturday night, hundreds of millions of people, from teachers in Brazil to engineers in Kuwait, from Nelson Mandela to KT Tunstall, were all united in action.
What did they do? They turned their lights off.
It may not seem as heroic, emotive, or headline-grabbing as demonstrating in Tahrir Square or taking part in the #riotcleanup, but together these millions formed a truly global and united movement, symbolic both politically, personally, and visually.
WWF’s Earth Hour is an annual event when people and organisations from around the world join together and turn their lights out for one hour. Over the last five years it has become a great sign of just what can be achieved when people act together, at the same time as raising wider awareness of our impacts on this planet.
But as we all know, we now need more than just awareness raising; we need action for more than just one hour; and we need action beyond just a flicking of the switch.
Right on cue, WWF saw the opportunity to make more from Earth Hour this year, using it to inspire and encourage longer lasting and broader behaviour change through their recently launched I Will if You Will program.
Given the clear overlap with my work on The DoNation, I was naturally intrigued to see how they were going to tackle the knotty and troublesome issue of environmental behaviour change.
The idea behind I Will if You Will is to incentivise and inspire individuals to take action beyond the hour of Earth Hour using dares and challenges.
I was surprised when I first saw that they’d set such ambitious targets, but I wasn’t surprised to see that none of them had been met. After all, ‘Dunbar’s number’ 
suggests that no matter what culture or continent we reside in, each of us has about 150 acquaintances, and only 15 good friends who we can strongly influence. This is also backed up in practice by The DoNation, where the average number of sponsors achieved by any one Doer is a reasonably close 14.1. Bearing a bit of social learning theory in mind, how on earth could one individual hope to influence 10,000 others through one simple ‘dare’?
So I was completely taken aback yesterday when I saw that many of the challenges had reached their targets, totalling a staggering 200,000 actions in just a matter of weeks.
Has Dunbar’s number been thrown into disarray? And have I been barking up completely the wrong tree with all my work on The DoNation, reaching 1/100th of this scale in almost 12 months?
But then I looked deeper. I realised that most of these people weren’t really being influenced by their challengers, they were simply joining in the fun, making a dare, or sharing their good deeds.
At least half of the people committing to take action already seemed to be doing it (“this is easy, I’ve been vegan all my life” commented one person after committing to going vegetarian for a week). And having committed to an action I received no confirmation, reminders, or advice – but assuming that I was new to this earth-saving action, I’d probably need a little support with it. Finally, even if I did manage to complete my action for the pledged week, it’d be unlikely to form any long lasting change, as it’s known to take 66 days to form new habits.
But I don’t want to be too critical – bringing together around a billion people over one hour and uniting 200,000 of them in ongoing action is no mean feat. It’s empowering and it raises awareness in a loud and proud way.
As I said before though, we need more than just awareness raising; we need action and we need it to be cross cutting, long term action. As WWF know only too well, it’s not just about turning lights off, and it’s not just about saving carbon; it needs to be about making our lifestyles more sustainable in every way.
Being a part of the RSA’s Social Entrepreneurs Network and the Spotlight project, I have seen how inspiring people in the Fellowship are. If all 27,000 RSA Fellows turned their lights off for one hour, we could save 1.6 tCO2 (tonnes of carbon dioxide) – about the same as three flights from London to New York. If we all did just one green action for 66 days, we could save over 2,600 tCO2 (equal to 173 Brit’s entire annual carbon footprint) as well as clocking up some great benefits to our health, wellbeing, wallet, and local environment. And if these actions then became a habit for life, well, you can imagine how it scales…
It’s possible, it’s exciting, but it sure as hell isn’t going to be easy. And it starts with you.
Hermione Taylor FRSA
Visit The DoNation website
Follow Hermione and The DoNation on Twitter
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Fellowship team
As head of Fellowship, Michael Ambjorn co-ordinates the team and joins the dots. Metaphorically rather than literally. Follow @michaelambjorn
Lynn Broadbent is Fellowship director for the US, managing the innovative events undertaken by our Fellows across the Pond - drop her a line if you are going to be Stateside. Follow @lynnusa
Matthew Mezey, our online community manager, works with international Fellows as well as the ever-growing number who are active in the RSA’s online communities. Follow @MatthewMezey
Deputy head of Fellowship - Specialist team Jamie Cooke works from Glasgow and has a tendency to be on trains which break down. Follow @JamieACooke
Deputy head of Fellowship - Regional / national programme and longest serving member of the team, Vivienne Long-Ferguson (Vivs) is responsible for four regions (North West, East & West Midlands and Yorkshire) alongside being our social media guru. Follow @vivslf
Based in Bristol, Chris Luffingham finds that his experience in the performing arts is perfect background for working in the Regional programme team. Follow @luffis31
Regional programme manager for London (and incoming project engagement manager this summer), Sam Thomas manages to work with the greatest number of Fellows out of all the team whilst retaining his sanity. Most of the time. Follow @iamsamthomas
As regional programme manager for the South East, South Central and the East of England, Alice Dyke is responsible for a region that stretches from Dorset to Norfolk. She also has a bee in her bonnet about the RSA and young people – watch this space. Follow @imaliced
If you are a Fellow you will receive a weekly Fellowship newsletter - Sarah Tucker is the editor of this august publication, combining a strict adherence to deadlines with a friendly and effective ability to persuade contributors to write articles.
With RSA Catalyst becoming one of the key resources available to Fellow-led projects, Alex Watson has the challenging task of managing the programme, from initial enquiry through to successful completion.
As a Fellowship recruitment researcher, Gurmeet Singh spends most of his time getting new Fellows underway in the RSA. That and talk endlessly about books.
Lou Matter is the Fellowship programme coordinator which means she supports the networks team in a variety of roles including RSA Catalyst, RSA SkillsBank, Fellowship Council, London region with local and thematic networks.