EnterpriseGamificationDesign:SuccessorFailure:Areyoumakingadifference?

GamificationEuropeNovember2017

MarigoRaftopoulosPhD

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Firstweplay!

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Therules:

• Formteams

• Buildthetallestfreestandingstructure

• Onlyusethematerialprovidedintheenvelope

• Youhave10minutes– GO!!

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Whatpatternsofbehaviouremerged?

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Thementalmodelsatplay…• Formteams– productionlineteamworkgroups

• Buildafreestandingstructure– productiontarget

• Useonlymaterialprovided– resourcescarcity

• Gameplay– competitionorco-operation?Behaviour?

• Youhave10minutes– timeboundproductiontarget

=>Command&Control,Military-IndustrialComplex

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It’sallabout

SystemTypes

• Structuredrivesbehaviourandoutcomes• Observablepatternsovertime

• Oscillations,instability(andblame)

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Thetruthaboutgames1. Systems driven affordances rule

2. Interplay of context and design elements

3. Intentions of the game (imbedded values)

4. System conform persuasion – limits agency

5. Limits to creativity and innovation

6. Unintended consequences

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• We react to ‘events’ most of the time

• The illusion of control

• Cause and effect are not closely related (despite what you think)

• Structure influences behaviour

• Leverage comes in new ways of thinking (mental models)

Youarehere

TheSystemsIceberg

Source:http://aea365.org/blog/systems-in-eval-tig-jan-noga-on-speaking-systems-with-non-systems-folks/

Howfardownareyoudrilling?

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ProceduralisminPersuasiveGames(&Gamification)

Symbol Manipulation

Information Asymmetry

Imbedded Values

Game Rules Bias

Whatsystemtypesarewecreating?Whatmessagesareweconveying?

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Are we really making a

difference?

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Success or failure?I have three stories for you to think about:

1. Disruptive technology in insurance?

2. Personalisation of supermarket shopping?

3. Teaching a 6 year old how to be a hero?

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All design processes have the same underlying principles –

gamification design is no different

Solvingwickedproblems

• All systems design processes have the same underlying principles.

• Success is differentiated by its application and the co-creation skill of the designer. 12

Seven Steps:

1. Systems model2. Objectives3. Empathy (Personas)4. Creative problem solving5. Technology6. Gamefulness7. Prototyping

GamificationDesignFramework

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Miss-steps of any of these elements will yield some sort of project ‘failure’.

These are all operational or strategic failures. These are easy to deal with.

Systemic failures are different all together.

CapabilityFramework

21 Keys to Capability Building

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OperationalDesign

Technology

Implementation

Typesofgamificationfailure

StrategicProblemSolution

Communication

SystemicStructure

Mental ModelsLegacy

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The Big Picture(Systems Thinking)

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A bad system beats a good person every time.

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MITSystemDynamics“TheBeer

Game”

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The Beer Game• Jay Forrester, MIT 1960

• Business simulation: teams of 4-8 players, workflow in 4 stages (manufacturer, distributor, supplier, retailer)

• Negative feedback loops & time delays create oscillations in inventory

• The design of the game (system) will determine the outcome

• The system and ‘rules of the game’ drives behaviour

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Patternsofbehaviour&theillusionofcontrol

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• The psychological effects of perceived power

• The system and ‘rules of the game’ drives behaviour

• The design of the game (system) will determine the outcome

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Driversofhumanbehaviourarecomplex&areshapedbysystemicstructures

Emotion(Plutchik)

Desire(Reiss)

Values(Schwartz)

Culture(Hofstede)

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• Finding: When placed in the same system, people, however different, tend to produce similar predictable results.

• Conclusion: The system causes its own behaviour.

• Ask: What systemic drivers are causing the patterns of behaviour?

StructureInfluencesBehaviour

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Data-DrivenGamification–successorfailure?

• Data-mining and algorithms to personalise the user experience – or are we dumbing down life?

• Neurotechnology decoding and manipulating human cognition

• Ethical consequences:• Privacy• Consent• Identity• Agency

Nexttimesomeoneasksyoubuildatowermadeofplasticandhotair– askthem:

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• What is the nature of the system we are designing for?

• What are the consequences?

• How might we do this differently?

• Most importantly. . .

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How are you making a difference?

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Thank you!marigo@strategicinnovationlab.com

http://strategicinnovationlab.com

Twitter: @marigo

Strategic Gamification DesignIf you want to design like a pro, this program is for you

StrategicGamificationDesignforLeadersProgram

Contact:marigo@strategicinnovationlab.com