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Considering their long-standing ability to engage and motivate people, it is no wonder leading organizations are looking to games for increasing employee engagement, aligning employees with company goals, driving adoption of desirable behaviors and increasing the efficacy of corporate training programs.
Gamification has become a bit of a buzzword in the past few years and is used interchangeably with different meanings and derived perceptions, I'd like, in this piece, to lay the basics of what enterprise gamification really is and what it's actually good for.
As Karl Kapp, professor of Instructional Technology at Bloomsburg University, puts it, "Gamification is using game-based mechanics, aesthetics and game thinking to engage people, motivate action, promote learning, and solve problems". Following this definition, the idea behind gamification in the workplace is not playing games at work but taking useful elements from games to get desired results from your clients and employees.
Understanding what keeps us engaged in games is key for implementing game mechanics with your workforce. Gamification guru Yu-Kai Chu suggests 8 core drives leading human decisions and activities which games commonly tap into. These include the desires for accomplishment (e.g. winning coins or passing levels), social influence (e.g. brag buttons or foursquare badges), an epic sense of meaning (e.g. a compelling game narrative) and loss avoidance (i.e. the fear of losing your achieved game status).
By understanding these drives and using the relevant game mechanics to channel them, one can take mundane tasks, such as answering calls in a service center or learning about a new product line, and make them much more interesting, yielding better business results via a more engaged workforce.
Another important aspect of gamification is understanding your "player's" personas and building the game to cater for their personality, focusing on the drives that appeal to them. Leading gamification consultant Andrzej Marczewski describes 6 player personas, each one with a different set of motivations.
Players – Motivated mainly by rewards and the game itself and less by the goals behind it. They will try to pass levels and get more and more points.
Achievers – Want to be masters and leaders and are inspired by challenges as a means of self-improvement.
Socializers – They are in it for their friends. Their motivation in the game is to socialize and interact to feel part of a community.
Philanthropists – Their motivation is an altruistic sense of purpose. Their goal in the game is to be better to the company and their peers and they don’t expect any reward.
Free Spirits – Their source of motivation is the potential of being self-sufficient and the ability to explore and create.
Disruptors – These will look for ways of breaking the status quo and gaming the system. Their motivation is stirring things up and detracting other users
Gameffective, the leading enterprise gamification platform, announces the release of Video-Based Game Narratives.
This new and exciting feature supplements Gameffective's existing set of solutions with the option to deliver learning within a fun, interactive and evolving, plot line. It is perfectly suited for product introduction courses, employee onboarding and pretty much any corporate learning campaign where you are trying to impart a large amount of knowledge on employees whilst keeping them engaged and attentive.
The first installment of these video-based type narratives is called "The Perfect Workday" and is structured like an escape room quest where the protagonist, a shabby looking young IT guy must find his office friends who all suddenly disappear during a blackout. To go forward in the plot line the trainee/player must complete learning activities that will open clues for advancing from one level to another and develop the plot.
The game includes 20 levels/chapters allowing around 2 to 3 learning activities, providing ample room for building a comprehensive training campaign throughout the plotline.
You can check out this trailer video to see how it looks.
In times where successful companies highly depend on attracting and binding young talents to survive the hard competition of being always on top ranking of innovative companies, it becomes more and more important to find useful and attractive ways to motivate workforce to educate on a regular basis. Gamification is one of the key methods to educate people using different intrinsic engagement elements. SAP has built an own Innovative Gamification Platform (IGP) with G-learning telling a story around SAP and its various global and diverse subsidiaries. Focusing on gamification elements, team-work, live progression and mixing online and live exercises, G-learning has become a frontrunner of attractive learning and networking methods at SAP.
Download the Whitepaper
Remember when game designer Jane McGonigal mentioned in her talks that she is aiming to have a game designer win a Nobel Award? Well, we are closer to that. This year's Nobel Award for Economics went to Oliver Hart and Bengt Holmström for their work on contract theory. What may sound pretty dull at first glance, is actually a pretty interesting piece on human behaviors and how it can be used to make better contracts.
Their work did not only explain how contracts are negotiated, but how the contracts become better. Contracts are an important piece in our modern life. Without them we would fall into a messy chaos. Hart and Holmström described how an ideal contract would look like and created a theoretical framework for that. But theory is one thing, real life another one. Especially when we have to consider human behavior in contracts and contract negotation.
And here it becomes interesting, because the laureates elaborated in their work on specific incentives that influence human behavior to make the contract outcome better for both sides. The Nobel Committee explicitely referred to car insurance contracts and deductibles, as well as work contracts with salaries and bonus payments.