As part of my current research project with RMIT University around playful work design and its effects on team dynamics, we’ve discovered there are two very distinct forms of play: diversionary play, which includes the activities listed above, and serious play, actively serving a purpose of bringing about greater engagement and performance; play as a means and work as an end.

Serious play allows us to see work in a different way, meaning we’ll think differently and approach problems in new ways.

This type of exploratory thinking is what will support legal firms in remaining relevant in the face of rapid change.

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Firstly, we need to call out the elephant in the room. Play has a PR problem and is seen as frivolous or distracting, and in the case of diversionary play, it most certainly is.

You see, we can’t solve the problems of the modern workforce with the same conventional thinking that created them.

We need unconventional solutions to undo the rampant levels of disengagement, quiet quitting and general malaise that exist within the legal industry, with tech disruption undoubtedly being the cause of much angst, uncertainty, and fear.

In Deloitte’s 2024 Human Capital Trends Report, the firm explains that generative AI and other technologies are exposing an imagination deficit and that scaling human capabilities like curiosity and empathy can help organisations replenish it. It goes on to explain that “to harness the extraordinary potential of this moment, organisations and workers alike should counter their fear with curiosity and imagination”.

When we play, we tap into the truest expression of ourselves, which makes connecting more authentic. There is a sense of joy and lightness that comes along with having fun.

Play is inclusive, breaks down barriers and is not hierarchical. From a play science perspective, when we play and laugh, our body releases a cocktail of feel-good hormones like dopamine (D), oxytocin (O), serotonin (S), and endorphins (E). A daily DOSE of play can help legal teams feel a deeper sense of connection and belonging.

“We learn more about a person in an hour of play than in a year of conversation.” – Plato

Through play, neural circuits in the brain undergo a process of refinement – a kind of mental gardening. Synaptic potentiation is where connections between neurons associated with play experiences are strengthened, and synaptic pruning eliminates weaker or less relevant connections.

Play makes our brain more efficient, malleable, and open to learning – all essential in the law sector.

If we want our people to thrive in the “post-pandemic are-we-in-the-office-or-working-from-home world”, leaders need to implement rituals and practices within their organisational DNA that breed opportunities for collaboration, creativity and experimentation.

One of the best ways to bring play into your everyday is by designing team rituals, and here’s how:

Let’s get real

It’s time to get honest. Have your team write down what they feel hasn’t been working or where the gaps are (this could be in communication, meetings, etc.). The more honest you can be, the better. Do this as an individual activity.

Time: Five minutes

What themes are emerging?

In small groups of three or four, have each individual share and, as a team, pull out bigger themes around the gaps. Has it been about communication? Feedback? Fun? Collaboration?

Time: Five to 10 minutes

Let the creative juices flow

In the same groups, start brainstorming ways to address these gaps. Let individuals have a few minutes to brainstorm alone and then come together. There are no bad ideas here and no constraints. We want to let our creativity flow. Try to come up with at least 10. Think daily, weekly, monthly, quarterly, and annually.

Time: 10 to 15 minutes

Choose your top 3

Have each group choose their top three activities to share with the other groups. Have them write these on Post-its.

Time: Three to five minutes

Let’s vote

Using a platform like Mentimeter or even simple dot voting, include all the groups’ top three choices and ask each team member to make their top three choices. You can also easily do dot voting, where everyone gets to choose three of their favourites by placing a dot on the Post-it.

Time: Five minutes

Make it happen

Ask for enthusiastic volunteers to join a “rituals committee” that will oversee ensuring these rituals become part of the culture moving forward.

The most important part of a ritual is to experiment for a little while to see if they stick. It’s OK to say it isn’t working and try something else.

Try and try again. Rituals help create habits, which then create behavioural change. The more we can embed serious play into daily tasks and activities, the more likely our people will be curious, creative, and collaborative, which is exactly what this industry needs in a time of mass disruption.

Dara Simkin is the founder and chief play officer at Culture Hero.