Frequently Asked Questions

The B□X Certification includes everything you need to start delivering B□X Experiences: step-by-step facilitator training (Steps 1–4), presentation decks, exercises, and materials, 27 B□Xes with participant licences, and access to the Certified B□X Facilitator community, plus a certification call or course to complete your journey. You leave ready to design and deliver your own sessions.

Certification happens in four steps. Steps 1 to 3 are online, self-paced learning (5 to 8 hours), and Step 4 is live certification — delivered 1:1, as a Group Course, or at BOXCON. We ask people to complete Steps 1 to 3 first, then join a live session for Step 4.

Yes. Once certified, you can promote, design and deliver your own B□X sessions with individuals, teams, or organisations. B□X materials are licensed per participant through B□X purchases.

Each participant in a B□X session uses their own B□X. You receive 27 B□Xes with your certification to get started, and as a Certified B□X Facilitator, you can purchase additional B□Xes at facilitator pricing.

Yes — some experience is recommended. The certification is designed for people who already have a background in training, facilitation or coaching. The B□X gives you a powerful structure and tools, but it builds on your ability to guide a group. If you're newer to facilitation, you can still complete the certification — but you may want to start with smaller groups as you build confidence.

You can complete certification in three ways:

• One-on-One: Flexible, personalised support
• Group Certification: Learn alongside others
• BOXCON: A live, immersive experience combining certification, community, and application

All paths lead to the same certification.

BOXCON is the most immersive way to become a B□X Facilitator. It combines Step 4 certification, real-time practice and feedback, and connection with facilitators from around the world — certification, experience, and community in one. You can also complete your certification first and join BOXCON later to deepen your practice and connect with the community.

Most workshops focus on content — what people know. The B□X Experience focuses on how people think. By making invisible thinking visible, it creates conditions for genuine mindset shift rather than surface-level behavioural change. It operates simultaneously across three dimensions: Individual (how a person sees themselves and their situation), Interpersonal (how they show up with others and where friction occurs), and Systemic (patterns that repeat across teams, departments, and the wider organisation).

The B□X Experience has been delivered in over 30 countries, across more than 200 organisations, in 18 languages, with more than 30,000 participants globally. It is trusted by C-suite leaders at Fortune 50 companies, global financial institutions, the United Nations, and leading academic institutions. It is adaptable for groups of 5 to 500 people and can be delivered in-person, virtually, or in a hybrid format.

Each person has their own B□X to reflect and plan on, and interaction can be done in pairs and small groups, so The B□X can scale to any size event.

The B□X has been used with the C-suite of Fortune 50 companies, with boards of directors of major companies, with PhDs, and with multiple leadership teams. Senior people love The B□X because it provides a way to get beyond the surface level of thinking and open minds to new possibilities.

Yes. The B□X was re-designed in 2022 to have impact regardless of delivery method. The shared experience of reflecting, wearing, and tearing the B□X transcends geographic distance. You will need to get a B□X to each participant, but it is easier to send a B□X to a participant than it is to send a participant to a training.

Yes. We have a number of coaches using The B□X, including executive coaches, marriage counsellors, family coaches and performance coaches. The B□X provides a platform for creating a more compelling success image, adjusting mindset to enable new possibilities, and action planning for taking concrete steps to move towards their goals — all embedded in The B□X.

Yes. We custom design a B□X Experience to your specifications, and then train your internal trainers to deliver the session across the business.

Only licensed B□X Facilitators can deliver B□X-based programmes. If you or someone in your organisation would like to become a B□X facilitator, we can certify you to run the programme in-house.

The B□X is designed to work as a standalone programme focusing on a particular topic (e.g. unB□X your Leadership), or to be combined with other content and exercises to focus participants on the topic and drive more specific outcomes.

People often assume the programme is about wearing the box — but in reality, it's only on their heads for less than 3% of the programme time. The real power of The B□X is in how we use it as a metaphor, a mirror, and a tool for reflection and transformation. The moment it goes on the head is symbolic — it's not the focus.

The WorkPlace Big Five Profile is a research-backed personality assessment developed by Paradigm Personality Labs and grounded in the Five-Factor Model (FFM) — one of the most widely researched and scientifically accepted personality frameworks. It measures personality across five Supertraits: Need for Stability, Extraversion, Originality, Accommodation, and Consolidation. Unlike most personality tools, the WorkPlace Big Five uses work-relevant language in both assessment and reports, making it easily applicable to hiring, leadership development, team building, and coaching.

Need for Stability reflects how individuals respond to stress, pressure and demands. Extraversion captures stimulation preference — whether someone finds external interactions or internal reflection more energising. Originality measures openness to new experiences, ideas, and change. Accommodation reflects interpersonal style, from highly collaborative and agreeable to more independent and assertive. Consolidation measures conscientiousness, or how focused a person is on pushing towards goals. Each Supertrait is measured on a continuous spectrum, allowing for subtle personality differences instead of forcing people into fixed types.

The Five-Factor Model (FFM), also known as the Big Five, is one of the most extensively researched personality frameworks. Decades of peer-reviewed studies across cultures and contexts have confirmed its reliability and its ability to predict behaviour. It is the framework most widely used by psychologists and is generally regarded as more scientifically rigorous than type-based models. The WorkPlace Big Five Profile applies the FFM to work through concise workplace language, making it a valuable tool for organisations and employees.

The WorkPlace Big Five Profile consists of 93 questions online, which most people can complete in 15 to 20 minutes. There is no time limit. For the most accurate results, respondents are encouraged to answer candidly to reflect genuine preferences, rather than according to how they think they should come across at work.

They are built on fundamentally different foundations. MBTI is type-based and places people into one of 16 types based on four preference pairs. The WorkPlace Big Five is trait-based and places individuals on a continuous spectrum across five traits, capturing how much of a trait a person has. The WorkPlace Big Five is generally better for predicting job-related behaviour and gives a more nuanced profile of strengths and tendencies. The MBTI, on the other hand, is often easier for people to remember and discuss in team settings, which is why it remains popular.

Definitely. The WorkPlace Big Five has well-established reliability and validity, meaning its results are consistent over time and genuinely correlate with behaviour. It can help organisations and employees understand how candidates are likely to behave in terms of communication styles and approaches to work, as well as their preferences and energy for specific roles and tasks. Because it is an American Psychological Association (APA) Level B assessment, it must be administered by a trained or certified individual, which also ensures results are interpreted responsibly within a structured selection process.

Workplace Asia is the exclusive distributor for the WorkPlace Big Five Profile in Singapore. Organisations and practitioners based in Singapore can access the assessment directly through Workplace Asia, along with certification, facilitation and debrief services. For organisations elsewhere in the region, Workplace Asia can advise on the most appropriate access pathway.

The Fearless Organization Scan (FOS) is a research-backed diagnostic tool that measures psychological safety. Developed by Bright Instruments in collaboration with Professor Amy C. Edmondson of Harvard Business School — the world's leading researcher on psychological safety in the workplace — the FOS is grounded in more than two decades of Edmondson's published work. Workplace Asia is the only authorised partner for the Fearless Organization Scan in Southeast Asia.

Psychological safety is the belief that one can speak up, ask questions, raise concerns or admit mistakes without fear of being punished or humiliated. The concept was pioneered by Professor Amy C. Edmondson of Harvard Business School and is now one of the major and rapidly growing topics in organisational behaviour. Teams with high psychological safety consistently outperform others in terms of learning and innovation.

The Fearless Organization Scan measures psychological safety across four key domains: Open Conversation, Attitude to Risk and Failure, Willingness to Help, and Inclusion and Diversity. Each domain captures a distinct aspect of how safe team members feel to engage authentically — whether that means raising concerns, admitting mistakes, asking for support, or contributing as their full selves. Together, the four domains give leaders a precise and actionable picture of where psychological safety is strong and where it needs attention.

The Fearless Organization Scan is conducted online and takes most participants under 10 minutes to complete. Reports include benchmark comparisons drawn from Fearless Organization's global dataset, allowing teams to see how they perform relative to others worldwide.

Employee engagement captures how committed and energised someone feels toward their work and organisation. Psychological safety measures whether the team environment makes it safe to speak up, take risks and surface problems. A team can score high on engagement and still lack psychological safety — people may work hard but stay silent about concerns, errors or better ideas. Both matter, but psychological safety is a stronger predictor of team effectiveness and performance.

The Fearless Organization Scan is designed for team leaders, HR professionals, organisational development practitioners and executive coaches who want a research-backed method to diagnose and improve team performance. It is particularly useful for leadership development, culture initiatives, or any situation where candid feedback is needed but difficult to elicit.

Yes. Workplace Asia is the only authorised partner for the Fearless Organization Scan in Southeast Asia. Organisations in Singapore and the region can access the scan directly through Workplace Asia, along with facilitation, debrief and practitioner certification services.

The Change Style Indicator is a research-backed assessment that measures an individual's preferred style and approach to change. Developed by Multi-Health Systems (MHS) and based on over 30 years of research, it helps leaders, teams and organisations understand why people respond to change differently, and how to use that diversity as a strength.

The Change Style Indicator identifies three distinct change style preferences along a continuum. Conservers prefer stability and favour gradual change. Originators are drawn to radical change and tend to challenge existing structures and assumptions. Pragmatists sit between the two, adapting their approach based on context. No style is better or worse — each plays a part when teams need to navigate complex transitions together.

The Change Style Indicator (CSI 2) is conducted online and takes under 10 minutes to complete. Both individual and group reports are available, and results are commonly used for personal reflection, team discussions, and leadership development.

No formal certification is required to administer the Change Style Indicator 2nd Edition (CSI 2), which makes it more accessible than the original Change Style Indicator. Optional training is available for practitioners who want deeper proficiency. Workplace Asia, an authorised MHS partner, can support organisations in Singapore and Southeast Asia with access to the tool and facilitation services.

The Change Style Indicator is particularly valuable ahead of or during significant organisational change — restructures, transformation initiatives or culture change programmes. It is also often used in leadership development, executive coaching and team effectiveness work where understanding interpersonal dynamics around change is important. Because it takes under 10 minutes and requires no certification to administer, it can be deployed quickly as part of a broader change readiness diagnostic.

The Change Style Indicator does not measure personality. It measures one specific construct — how an individual prefers to approach change. This focus makes it more relevant in change management contexts than broader personality tools, because the results translate directly into practical strategies for communication, collaboration and conflict reduction during transitions or transformations.

The Influence Style Indicator is an assessment developed by Multi-Health Systems (MHS) that measures an individual's preferred styles when influencing others. It is designed for leaders, coaches and HR professionals who want to build more deliberate and effective influence skills across their teams and organisations.

The Influence Style Indicator maps preferences across five distinct styles. Rationalising relies on logic, data and reasoned argument. Asserting involves putting forward ideas with conviction and challenging opposing views. Negotiating seeks compromise and practical outcomes. Inspiring motivates others through a shared sense of mission. Bridging builds influence through relationships, trust and finding common ground. No style is inherently superior — each has its strengths and potential blind spots.

Authority is positional — it comes from your role or title. Influence is the ability to shape decisions and behaviours regardless of position, often through trust, expertise or personal credibility. In modern organisations, especially those with matrix structures or cross-functional teams, authority alone rarely gets work done. The ISI focuses specifically on influence because it tends to determine how effective a leader actually is, as distinct from how senior they are.

Yes. Most people have a primary style they default to under pressure, and one or two secondary styles they use comfortably. The Influence Style Indicator maps relative preference across five different styles, making it easier to identify which styles to develop and when to flex — because the most effective influencers are those who can adapt their approach to the person and situation in front of them.

The Influence Style Indicator works well as a focus on persuasion and influence within broader leadership programmes. It can stand alone as a half-day or full-day workshop, or be paired with complementary tools. It is also effective as a follow-on to the Change Style Indicator, since understanding how you influence others is closely related to how you navigate change with and through people.

The Strength Deployment Inventory (SDI 2.0) is a personality assessment developed by Dr Elias Porter and now owned by Crucial Learning. It measures the core motives and strengths of individuals, both when things are going well and when conflict arises. The insights are used to help individuals and teams build trust and improve relationships, as healthy relationships are crucial to people's wellbeing and performance at work.

The Relationship Awareness Theory was developed by Dr Elias Porter and explains why people behave the way they do in relationships. It focuses on underlying motives and values, especially how those motives shift under conflict or stress. The Strength Deployment Inventory is an assessment built on the Relationship Awareness Theory.

The Strength Deployment Inventory reveals four things to help individuals better understand themselves and how they relate to others: a Motivational Value System that shapes one's behaviour at its best, a Strengths Portrait that reflects one's prioritisation of 28 strengths, an Overdone Strengths Portrait that depicts how one's strengths can be used in the wrong context, and a Conflict Sequence that shows how one's behaviour shifts during conflict.

The Strength Deployment Inventory measures three primary motives that influence how people approach their work and relationships. A concern for people drives a focus on relationships, support and the wellbeing of others. A concern for performance drives a focus on results, achievement and getting things done. A concern for process drives a focus on order, thoroughness and doing things the right way. Most individuals are motivated by a blend of all three, with different weightings.

Yes, and it is one of the tool's strongest applications. Most workplace conflict is not about incompetence or bad intent — it is about people with different motivational values pulling in directions that feel right to them but land badly on others. The Conflict Sequence makes those patterns visible, so teams can recognise what is happening earlier and respond more constructively. Organisations often use the Strength Deployment Inventory in teams where recurring tension or communication breakdown has become a barrier to performance.

They measure different things and serve different needs. DiSC focuses on observable communication and behavioural style. MBTI focuses on cognitive preferences and how people take in information and make decisions. SDI focuses on the motivational values that drive behaviour, and on how those values shift under conflict — a layer that DiSC and MBTI do not address directly.

Everything DiSC is a personality and behavioural assessment published by Wiley and built on over 40 years of research. It measures where individuals fall across four behavioural dimensions — Dominance, Influence, Steadiness and Conscientiousness — and uses that profile to improve self-awareness, communication and collaboration at work. Unlike many behavioural tools that produce a one-off report, Everything DiSC is delivered through Catalyst, a digital learning platform that integrates DiSC into day-to-day work over the long term. Workplace Asia offers Everything DiSC to organisations in Singapore and Southeast Asia through certified practitioners.

Everything DiSC places individuals on a model across four primary dimensions. Dominance reflects a direct, results-oriented approach that prioritises challenge and immediate results. Influence reflects an enthusiastic, collaborative style that prioritises action and relationships. Steadiness reflects a calm, dependable approach that prioritises cooperation and stability. Conscientiousness reflects an analytical, precise style that prioritises quality and accuracy. Most people sit closer to one or two dimensions, with varying degrees of adjacent styles, which is why Everything DiSC reports a unique position on the circumplex rather than a fixed type.

The Everything DiSC assessment takes around 15 to 20 minutes to complete online. Once completed, participants gain immediate access to their profile on the Catalyst platform.

Catalyst is Wiley's digital learning platform that hosts Everything DiSC and serves as a home base for ongoing learning. It provides personalised content, value-add features, and interactive activities to help people bridge the gap between insight and action. This makes Everything DiSC one of the few behavioural tools designed for sustained culture change rather than a single learning event.

They measure different constructs and serve different purposes. MBTI is based on Carl Jung's theory and sorts people into 16 personality types. The WorkPlace Big Five measures five broad personality dimensions with strong academic grounding in the Five-Factor Model, and is well suited for hiring and talent management. Everything DiSC focuses specifically on behavioural tendencies at work, such as how someone communicates, responds to conflict, leads and collaborates — making it highly applicable for team development and interpersonal effectiveness.

The Myers-Briggs Type Indicator (MBTI) is a widely used personality assessment grounded in Carl Jung's theory of psychological types. It measures preferences across four dichotomies — Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling and Judging/Perceiving — which combine to produce one of 16 personality types. Published by The Myers-Briggs Company, the official MBTI must be administered by a certified practitioner to ensure results are interpreted accurately. Workplace Asia delivers the official MBTI assessment in Singapore through certified practitioners.

The MBTI assessment identifies preferences across four dichotomies: Extraversion or Introversion, which reflects where someone directs their energy; Sensing or Intuition, which reflects how they take in information; Thinking or Feeling, which reflects how they make decisions; and Judging or Perceiving, which reflects how they approach the outside world. Each person has a natural preference for one pole in each pair, which combines to form a four-letter type such as INTJ or ENFP. Importantly, there are no right or wrong answers and no best type — the MBTI is designed to describe differences, not rank them.

The 16 types are produced by combining one preference from each of the four dichotomies. They range from ISTJ — typically characterised by thoroughness, dependability and a preference for structure — to ENFP, characterised by enthusiasm, creativity and a focus on possibilities. Each type comes with a detailed profile describing characteristic strengths, communication preferences, blind spots and development areas. In a team context, mapping the type distribution across a group can surface useful insights into how the team approaches decisions, conflict and change.

Underlying preferences typically remain stable across a person's lifetime, though how strongly they are expressed in day-to-day behaviour can shift with experience, context and personal development. If two assessments produce different MBTI types, it usually reflects close preferences on one or more dichotomies — a slight difference in score on a single dichotomy may flip a letter, rather than indicating a genuine change in personality. This is one reason why consultation with a certified practitioner matters — it helps individuals confirm which type genuinely fits, rather than relying on a score alone.

No. The Myers-Briggs Company explicitly recommends against using MBTI for employee selection, a position supported by the literature in organisational psychology. Personality type frameworks are designed to describe preferences, not predict job performance. For hiring and selection, trait-based assessments with established validity, such as the WorkPlace Big Five, are better suited. MBTI is most powerful when used for self-awareness, leadership development, coaching and improving team dynamics, where understanding differences in style leads to more productive working relationships.

No. It works powerfully for any team grappling with complex challenges — strategy, restructuring, organisational design, vision-setting. Banks, government bodies, and engineering firms use it routinely. The bricks are a thinking tool, not a creativity exercise.

Most participants are sceptical for the first 20 minutes and engaged for the rest. The structured skill-building at the start of every session ensures everyone — regardless of their relationship with LEGO® — can build comfortably and contribute meaningfully.

Yes — senior leaders are often the most committed participants, because the methodology gives them a different kind of access to their thinking. Boards and executive teams use LEGO® Serious Play® for strategic conversations they couldn't have had with a flipchart.

Models are photographed for documentation. Some teams keep significant models in their workspace as ongoing reference points. Others dismantle them at the end of the session and take the photographs forward.

Yes. Workplace Asia's LEGO® Serious Play® sessions are led by certified facilitators trained in the official methodology. This matters — uncertified facilitators run looser sessions that lose the structured power of the approach.