Archive for April 2013
Gamification: The Six D’s
I’m most of the way through the Gamification course I’m taking on Coursera. I’ve learned a lot and hope to apply some of the techniques in my own work.
Much of the course’s material appears in For the Win, written by the Coursera professor Kevin Werbach and his coauthor Dan Hunter (both of whom are faculty members at the University of Pennsylvania’s Wharton School). My previous four posts discussed four elements of gamification (such as meaningful choices and conflict) and how to incorporate them into business and improv. The authors also identify six steps to gamification (For the Win, p. 86), which I think provide an excellent framework for business and theatrical endeavors.
The authors’ six D’s are:
- Define business objectives
- Delineate target behaviors
- Describe your players
- Devise activity cycles
- Don’t forget the fun!
- Deploy the appropriate tools
My next six posts will address these D’s one at a time, starting with how to define your objectives.
Improv and Gamification: Structure
I’m taking the free Coursera course on Gamification, taught by Kevin Werbach from the Wharton School of Management. The book For the Win, which Werbach coauthored with Dan Hunter, mentions four basic elements of gamification:
- Motivation
- Meaningful choices
- Structure
- Potential conflicts
Werbach and Hunter use the structure element to ask: “Can the desired behaviors be modeled through a set of algorithms?” For San Francisco firm Keas, structure comes in the form of challenges participants undergo during the workday to improve their wellness, Microsoft gamified identifying translation errors in Windows 7 dialog boxes, and airlines provide better service as you accumulate more miles.
Measuring results in improv is a less exact process, but ComedySportz gets around the problem by having the audience vote to see which team gets the points for a pair of competing games. The idea that the show is a competition, where the players try to win but don’t care if they lose, provides a hook that makes the experience more than simple entertainment.
For businesses, organizational performance is often based on revenue, market share, and similar targets identified by the executive team. Individual employee performance is measured versus criteria set for each employee, but how do you provide an overall structure for a project, department, or division? Chip manufacturer Intel uses a Plan of Record, or POR, to identify goals and, in some cases, methodologies at all levels of the enterprise. That which adhereth to the POR is blessed; that which doth not is condemned.
Developing a structure to measure performance can be difficult, especially when applied to creative workers. Don’t feel compelled to gamify a process — the best gamification structure might be none at all.
Improspectives 