Seminar Nyenrode 20 juni 2012
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Transcript of Seminar Nyenrode 20 juni 2012
Rules, ludic spaces, and experiential learning
Jeroen van BreeAnnemieke Roobeek
Breukelen, 20 juni 2012
Wat kun je met deze kennis?
Waar wil je meer over weten?
Waarover heb je andere inzichten?
Augustus 2006_
The managerial relevance of virtual worlds
nieuwe vormen van samenwerken
nieuwe vormen van kennisdelen
CSCW
ComputerSupported
CooperativeWork
The social-technical gap: “the great divide between what we know we must support socially and what we can support technically”
-- Mark S. Ackerman, 2000
Don’t capture, but connect!
extrinsic motivation
CSCW
work
virtual worlds
play
intrinsic motivation
Motivating factor Sources
Autonomy: a sense of control or volition
Lepper & Malone 1987, Ryan, Rigby & Przybylski 2006
Competence: mastery, a feeling of effectiveness, a balance between
skills and challenges
Lepper & Malone 1987, Ryan, Rigby & Przybylski 2006, Koster 2005
Relatedness: purpose, the feeling of belonging and being part of
something bigger than yourself
Ryan, Rigby & Przybyiski 2006, Jakobsson & Taylor 2003,
Steinkuehler 2005, McGonigal 2011
april 2007_
MMOG
MassivelyMultiplayer
OnlineGames
32% women_
Average age: 31_
Hours played per week: 21_
Average age: 31
32% women
source: Yee, 2010
25
Organizing principle in MMODesirable organizational
attribute
Network forms of organizing Agility
Complementarities between players Collaboration
Reliable signals about player abilities Sensitivity
Meritocracy Talent and diversity management
Organizing principle in MMODesirable organizational
attribute
Network forms of organizing Agility
Complementarities between players Collaboration
Reliable signals about player abilities Sensitivity
Meritocracy Talent and diversity management
The ‘transfer’ of a design element from a ‘play’ context into another usage context likely does not necessarily lead to the same motivational affordances
-- Sebastian Deterding, 2011
Any claim to the effect that the studied environment fosters collaborative skills in general (...) runs a serious risk of becoming hyperbolic
-- Bennerstedt, Ivarsson & Linderoth, 2012
December 2007_
virtual worlds
games
game design
WORKSHOP
LEARNING
FROM GAMESCall for ParticipationOrganizers:
Jeroen van Bree (Nyenrode Business Universiteit)
Marinka Copier (Universiteit Utrecht, Hogeschool voor de Kunsten Utrecht)
Proposed dates: 6 december, 11 december or 19 december
In recent years, digital games have received serious academic attention. One of the aspects
of games that has gained interest is the use of games as a learning environment, in educa-
tion as well as in corporate or institutional settings. This field has been labeled as serious
games.
Besides learning with games that takes place in the field of serious games, we feel there is a
largely unexplored opportunity for organizations to learn from games. And in particular from
online games such as World of Warcraft (Blizzard Entertainment, 2004) where large numbers
of players gather in and around. These online games combine large numbers of users from
diverse of backgrounds (Yee, 2005) with a complex environment that fosters interaction, col-
laboration and competition. The social, economic and legal systems that emerge in these
virtual worlds have already been acknowledged as an interesting field of academic enquiry.
1
De ontwerper van de interventie dient deze keten te begrijpen. Deze keten vormt een voorschrift: ook wel technological rule genoemd (Van Aken, 2004)
interventie mechanisme(n) uitkomst
context
Een interventie leidt via een of meerdere mechanismen naar een uitkomst. In een bepaalde context.
design principle
design process
design attitude
organizational design
A primary danger in designing is overdesign. Designers fail because they don’t know when to stop. The trick in designing is to stop while the design still has life.
-- Weick, 2004
Minimally-structured organizations are those that have been able to reach a paradoxical state where ample freedom and strong control coexist.
-- Pina e Cunha & Vieira da Cunha, 2006
Juli 2008_
1
THE POWER OF PLAY
HOW GAME DESIGN CAN UPSET ORGANIZATIONS
JEROEN VAN BREE
Nyenrode Business Universiteit
MARINKA COPIER
Utrecht University
ABSTRACT
To generate true innovation in organization design, there is a need to shift our view towards
the future. We propose to do this by studying game environments on the internet, and
especially the way they are designed. In this paper, we describe what sets game design apart
from other design disciplines and argue why it is a useful source of inspiration for
organizations. We present an approach for applying the lessons from game design to
organization design, which involves design principles, social mechanisms and an adapted
game design process.
INTRODUCTION
The Need for New Organizational Designs
Currently we are experiencing circumstances that are unique in the history of organizational
life. Conditions such as the rapid introduction of new technologies, globalization and shifts in
demographics have been described in terms of a knowledge-based economy and the
network society (Castells, 2000; Child, 2005). Many organizations are facing these conditions
using ways of working and structures that were designed in and for a different era. These
organizational forms have worked in times past but may not be ideally suited to achieve a
competitive advantage in today’s economy and society. Nor are they necessarily the
structures that take full advantage of the skills of young workers who have grown up in the
current social and technological context. New organizational designs are necessary.
1
THE POWER OF PLAY
HOW GAME DESIGN CAN UPSET ORGANIZATIONS
JEROEN VAN BREE
Nyenrode Business Universiteit
MARINKA COPIER
Utrecht University
ABSTRACT
To generate true innovation in organization design, there is a need to shift our view towards
the future. We propose to do this by studying game environments on the internet, and
especially the way they are designed. In this paper, we describe what sets game design apart
from other design disciplines and argue why it is a useful source of inspiration for
organizations. We present an approach for applying the lessons from game design to
organization design, which involves design principles, social mechanisms and an adapted
game design process.
INTRODUCTION
The Need for New Organizational Designs
Currently we are experiencing circumstances that are unique in the history of organizational
life. Conditions such as the rapid introduction of new technologies, globalization and shifts in
demographics have been described in terms of a knowledge-based economy and the
network society (Castells, 2000; Child, 2005). Many organizations are facing these conditions
using ways of working and structures that were designed in and for a different era. These
organizational forms have worked in times past but may not be ideally suited to achieve a
competitive advantage in today’s economy and society. Nor are they necessarily the
structures that take full advantage of the skills of young workers who have grown up in the
current social and technological context. New organizational designs are necessary.
1
THE POWER OF PLAY
HOW GAME DESIGN CAN UPSET ORGANIZATIONS
JEROEN VAN BREE
Nyenrode Business Universiteit
MARINKA COPIER
Utrecht University
ABSTRACT
To generate true innovation in organization design, there is a need to shift our view towards
the future. We propose to do this by studying game environments on the internet, and
especially the way they are designed. In this paper, we describe what sets game design apart
from other design disciplines and argue why it is a useful source of inspiration for
organizations. We present an approach for applying the lessons from game design to
organization design, which involves design principles, social mechanisms and an adapted
game design process.
INTRODUCTION
The Need for New Organizational Designs
Currently we are experiencing circumstances that are unique in the history of organizational
life. Conditions such as the rapid introduction of new technologies, globalization and shifts in
demographics have been described in terms of a knowledge-based economy and the
network society (Castells, 2000; Child, 2005). Many organizations are facing these conditions
using ways of working and structures that were designed in and for a different era. These
organizational forms have worked in times past but may not be ideally suited to achieve a
competitive advantage in today’s economy and society. Nor are they necessarily the
structures that take full advantage of the skills of young workers who have grown up in the
current social and technological context. New organizational designs are necessary.
rule set
source: Van Mastrigt, Salen & Zimmerman
rule setdeclarative content
rule setdeclarative contentgame play
rule set
game play
Game Design
rule set
game play
Game Design
adjust
test
Second-order Design
game play
rule set
minimal structure
To what extent can we apply the game design process as a method for organizational design?
Game Design Process
1. Setting experience goals
2. Designing the core mechanism
3. Building a representation of the core mechanism (paper prototype)
4. Testing the prototype and adding rules
5. Refinement
set experience
goals
design core
mechanism
build paper prototype
test prototype
& add rules
refinement
testing ground
September 2008_
Electief Behandel Centrum
- blank slate- veel stakeholders- vaststellen uitgangspunten
Explore the playing field
Explore the playing fieldBrainstorm with the players
De tweede workshop duurt 3 uur en kan plaatsvinden op 21
oktober in de ochtend of 23 oktober in de middag. We hebben
hiervoor een ruimte nodig met een warme uitstraling, geschikt voor
20 personen, met een beamer en de mogelijkheid om iets aan de
muur te plakken.
★Nodig 1-2 vertegenwoordigers van de door jou geselecteerde
spelers uit voor de workshop. Dit moeten mensen zijn waarvan het
te verwachten is dat ze een rol gaan spelen in het EBC. Maak hierbij
gebruik van de vooraf opgestelde uitnodiging.
★Bedenk of achterhaal per speler 5 doelen en schrijf deze op de
doelstellingskaarten. Het gaat niet om de doelen van de
genodigde als persoon, maar om de doelen van de genodigde als
vertegenwoordiger van deze groep spelers.
Spelregels
Verboden woorden tijdens de gesprekken met de genodigden:
doel, computer, game en design.
Ook gerelateerde woorden zijn verboden!
★Maak als kernteam 1 presentatie van 5 minuten met als
onderwerp: hoe ziet het EBC er over vijf jaar uit? Deze
presentatie vormt de aftrap van de tweede workshop.
Spelregels
Maximaal 15 slides
Maximaal 15 woorden per slide
Onbeperkte hoeveelheid beeldmateraal
Vragen kun je stellen aan de spelleider: [email protected]
HUISWERK
We nodigen je uit om deel te nemen aan de EBC workshop.
Met deze workshop willen we een stap zetten in het ontwerp van
het EBC. Dat willen we doen door een aantal belangrijke spelers
aan tafel uit te nodigen.
De workshop zal worden begeleid door Marinka Copier van de
Universiteit Utrecht en Jeroen van Bree van de Nyenrode Business
Universiteit en is onderdeel van een onderzoeksproject over nieuwe
manieren om organisaties te ontwerpen.
Voorbereiding is niet noodzakelijk.
EBCWORKSHOP
Explore the playing fieldBrainstorms with the players
Add rulesBuild a paper prototype
Playtest behavior
Explore the playing fieldBrainstorms with the players
Add rulesBuild a paper prototype
Playtest behaviorRefine rule set
J E R O E N V A N B R E E M A R I N K A C O P I E R
8 D E C E M B E R 2 0 0 8
Het meta-ontwerp voor het Electief Behandel Centrum
“De kunst is om het verfrissende van het spelelement niet te veel leidend te maken en af te laten leiden van het gericht aan de inhoud werken.
Maar het omgekeerde geldt net zo goed.
Eigenlijk zie je het gebeuren dat mensen zich inderdaad niet meer druk maken over: wat zal de achterban daarvan vinden als ik zoiets zeg? Nee, men is gecommitteerd aan wat er op die tafel gebeurt en levert daar frank en vrij een bijdrage aan.”
December 2008_
Jeroen van Bree
13 October 2009
What can workplace executives learn from computer games?
First�International�Workshop�on�����������������Organizational�Design�and�Engineering�
Call�for�Papers��
�
Dates�and�Venue�
11�and�12�December�2009.��
Holliday�Inn,�Av.�Antonio�Jose�d’Almeida,�28ͲA,�Lisbon,�Portugal�
Executive�Chairs�
Rodrigo�Magalhães,�KuwaitͲMaastricht�Business�School�and�Instituto�Superior�Tecnico,�Technical�University�of�Lisbon,�Portugal��António�Rito�Silva,�Instituto�Superior�Tecnico,�Technical�University�of�Lisbon,�Portugal�
Program�Committee�
Ademar�Aguiar�(Portugal)�Steve�Alter�(USA)�Kent�Beck�(USA)�Lucio�Biggiero�(Italy)�Martin�Cloutier�(Canada)�Joao�Vieira�da�Cunha�(Portugal)�Michel�Delorme�(Kuwait)�Haluk�Demirkan�(USA)�Jan�Dietz�(Netherlands)�Henrique�Duarte�(Portugal)�Omar�El�Sawy�(USA)�Raghu�Garud�(USA)�Anna�Grandori�(Italy)�Cecilia�Haskins�(Norway)�Jan�Hoogervorst�(Netherlands)�Mariann�Jelinek�(USA)�John�Paul�Kawalek�(UK)�
Ann�Majchrzak�(USA)�Mary�Lynn�Manns�(USA)�
Piero�Migliarese�(Italy)�Brian�Pentland�(USA)�Jan�PriesͲHeje�(Denmark)�Isabelle�Reijmen�(Netherlands)�Dirk�Riehle�(USA)�Linda�Rising�(USA)�Peter�Rittgen�(Belgium)�Matti�Rossi�(Finland)�Susan�Scott�(UK)�Antonio�Lucas�Soares�(Portugal)�Jose�Tribolet�(Portugal)�Philip�Turtscher�(Austria)�Youngjin�Yoo�(USA)�Robert�Winter�(Switzerland)�
Keynotes�
Richard�Boland,�Case�Western�Reserve�University�Larry�Constantine,�Laboratory�for�UsageͲCentered�Software�Engineering�and�University�of�Madeira,�Portugal�
Background�
Organization�design�theory�as�we�know�today�was�invented�more�than�100�years�ago.�Many�of�the�classical�principles� put� forward� early� in� the� 20th� century� are� still� the� same� ones� that� govern� the� structuring� of�organizations.�In�the�meanwhile�Information�Technology�(IT)�has�changed�the�functioning�of�organizations�beyond�recognition.�Loosely�coupled,�networked�or�virtual�organizational�forms�have�been�discussed�in�the�
Int. J. Organisational Design and Engineering, Vol. 1, Nos. 1/2, 2010 29
Copyright © 2010 Inderscience Enterprises Ltd.
Designing an organisational rule set: experiences of using second-order organisational design in healthcare
Jeroen van Bree* Strategy Centre, Nyenrode Business Universiteit, P.O. Box 130, 3620 AC Breukelen, The Netherlands E-mail: [email protected] *Corresponding author
Marinka Copier Faculty of Art, Media and Technology, HKU Utrecht School of the Arts, P.O. Box 2471, 1200 CL Hilversum, The Netherlands E-mail: [email protected]
Thijs Gaanderse YNNO, Orteliuslaan 9, 3528 BA Utrecht, The Netherlands E-mail: [email protected]
Abstract: One of the biggest challenges of organisational design is moving toward a less formal organisational structure as the artefact to be designed. We find inspiration in computer game design for a way to address this problem: second-order design. Second-order design means designing rules that give rise to certain behaviour. In this article we present our study of an organisational intervention in a hospital using second-order design principles. The study highlights the role of rules and game structures, the inclusion of stakeholders in the design process and the importance of prototyping organisational designs. The implications for future empirical work are discussed.
Keywords: organisational design; rules; healthcare; second-order design; game design; computer games; minimal structure; emergent behaviour; action research; prototyping; design method.
Reference to this paper should be made as follows: van Bree, J., Copier, M. and Gaanderse, T. (2010) ‘Designing an organisational rule set: experiences of using second-order organisational design in healthcare’, Int. J. Organisational Design and Engineering, Vol. 1, Nos. 1/2, pp.29–54.
Biographical notes: Jeroen van Bree is a Management Consultant and Researcher. He currently works for YNNO, a consultancy firm based in Utrecht, The Netherlands. His consulting work is informed by the research he does at Nyenrode Business Universiteit, where he is a PhD candidate. He received his MSc in Information Management from Tilburg University and his
Juli 2010_
Augustus 2010_
Explore the playing fieldBrainstorms with the players
Add rulesBuild a paper prototype
Playtest behaviorRefine rule set
Establish the framework first
Involve the experts in the
prototyping stage
“Misschien is het proces in die zin nog waardevoller dan de exacte outcome.
Dan bedoel ik meer het bewust nadenken over: hoe ga ik om met mijn omgeving, met de spelers?
Dat vind ik misschien de grotere les voor het hele team. Hoe weeg ik mijn individuele belangen af tegen het groepsbelang?”
Similarities Differences
The effect of limited information Switching perspectives
The effect of game elements Manipulating the rules
Finding the boundaries of the rules Dealing with ambiguity
Process versus end product
Maart 2011_
NYENRODE RESEARCH PAPERACADEMIC THEORY
COMPLEX SYSTEMS AND EMERGENT BEHAVIOR:
ENGAGING WITH COMPUTER GAMES TO ENRICH ORGANIZATION STUDIES
Jeroen van BreeSteije de Lat
November 2011 ~ no. 11-05
Oktober 2011_
gamification
Gamification Games
Extrinsic motivation (ego enhancement & external regulation)
Intrinsic motivation
Points & badges Meaningful play
Copy, disregarding context Second-order design
Juni 2012_
wat heb ik geleerd?
1. De rol van spel bij het bevorderen van creativiteit en een open uitwisseling van ideeën
2. Het belang van het actief verkennen van een organisatie en zijn omgeving als systeem om te komen tot nieuwe strategieën
3. De rol van regels als een raamwerk van organisatieprincipes
1. Spel bevordert creativiteit en een open uitwisseling van ideeën
Veldwerk Literatuur
Transparency and opennessPlay as a way to overcome blocks to
group learning and creativity (Mainemelis & Ronson 2006, Kark
2011)
Abductive reasoning
“Programs that encourage managers to play and behave playfully (...) can help managers to develop and draw on an alternative way of thinking” (Kark,
2011)
2. Het actief verkennen van een organisatie en zijn omgeving als
systeem
Veldwerk Literatuur
Awareness and reflection about the dynamics of an organizational system by
active engagement
A “ludic learning space” that engages the experiential learning cycle: feeling,
reflection, thinking and action (Kolb & Kolb 2010)
Progressive understanding
Bringing design from the domain of thinking to the domain of acting (Van
Aken 2007)Systems thinking as an iterative,
progressive process of holistic enquiry (Gharajedaghi 2011)
3. De rol van regels als een raamwerk van organisatieprincipes
Veldwerk Literatuur
Attempts to circumvent or manipulate the rules
“For many players, playing games is, in some measure, a playing with rules and
their boundaries” (Consalvo 2007)
Rules as descriptions rather than prescriptions ...
The strategy of simple rules: rules can constitute a strategy in that they “specify
actions for addressing opportunities” (Davis, Eisenhardt & Bingham 2009)
Organization as a nexus of rules: “rules embody basic principles (...) while routines
define specific ways and methods for conducting exchanges that are consistent
with the principles embodied in a set of rules” (Boisot & Sanchez 2010)
rules prescribe a framework of
organizing principles
play allows foractive exploration
of this possibility space
routines emerge that collectively form the basis
for a strategy
toekomstig onderzoek
1. Bredere toepassing van de ontwerpmethodiek
2. De verbreding van “ludic environments” naar “playful organizations”
3. Gedachtegoed over dit ontwikkelproces contrasteren met stromingen in strategy development
Wat kun je met deze kennis?
Waar wil je meer over weten?
Waarover heb je andere inzichten?
Jeroen van Bree
[email protected]: +31 (0)653 187 512
twitter: @jeroenvanbree
Stationsstraat 79F, Amersfoort
P.O. Box 5897500 AN EnschedeThe Netherlandswww.novay.nl+31 (0)53 485 04 85
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