Archive for the ‘MOOCs’ Category
Gamification: Devising Activity Cycles
My previous set of posts described elements of gamification (such as meaningful choices and conflict) and how to incorporate them into business and improv. Kevin Werbach and his coauthor Dan Hunter also identify six steps to gamification (For the Win, p. 86), which I think provide an excellent framework for business and theatrical endeavors. I just examined how you can describe your players using personas. In this post, I’ll talk about devising activity cycles.
As a quick review, 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
In a gamification context, activity cycles are the actions you want your players (teammates, customers, co-workers, etc.) to take. You can think of activity cycles as patterns of interaction with your site that represent a task or series of tasks taken to completion. As an example, consider how you check in at sites on FourSquare. Your activity cycle involves pulling up the app on your phone, having it sense your location, and giving it permission to check you in at that location. You can also earn badges, receive special offers, and be named Mayor of a location by checking in there more than everyone else.
Some sites have longer activity cycles. TeamSnap offers a website where you can track your sports teams’ rosters, schedule practices, track attendance, and record game results. You can even assign team members (or their parents) tasks such as bringing snacks to the game. TeamSnap’s also useful for improv groups who want to track practices, send messages, and schedule shows. (Full disclosure: I’m good friends with several TeamSnap executives and my main improv group, ComedySportz Portland, uses their site to track our activities.)
Businesses have activity cycles in all aspects of their operations. Client generation, sales tracking, and customer service all lend themselves to gamification. In some sense, businesses that track sales performance and use other measures to rank their employees already use elements of gamification, but many times those scenarios take on the tenor of the “motivational speech” Alec Baldwin’s character Blake delivers at the start of a monthly sales contest in the film version of Glengarry Glen Ross. In that contest, first place is a Cadillac El Dorado, second place is a set of steak knives, and third place is “You’re fired.”
Some bosses thrive on intimidation and insult, but that approach goes against the spirit of gamification. If you want to gamify successfully, you can’t forget the fun.
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 
You must be logged in to post a comment.