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Work Better, Play Together
On Enterprise Gamification
Daniel Debow / Salesforce.com / @ddebow
Games are having their moment in the limelight
Once upon a time, they were the root of all evil.
Today, people are realizing that game design
has something to say about how we design
solutions to other problems.
It can help solve real world problems.
It can drive employee motivation & performance
Just add points & rewards (cash, tchotchke‟s, whatever)
You can get employees to engage in not-so-fun exercises
Make it look like a game so they do it!
But as with any new idea, carefully
separate what works from what doesn‟t.
“Gamification is an inadvertent con. It tricks
people into believing that there‟s a simple way to
imbue their thing ... with the psychological,
emotional and social power of a great game.”

Margaret Robertson
Game Designer & Consultant to EA, Sony
Misconception #1
Gamification is badges & points
“Most gamification is just „pointsification.‟ …too
much gamification is about zero sum games:
often, for me to win, you‟ve got to lose.”

Matthew Jensen
Game Designer
Co-founder, Natron Baxter Applied Gaming, Co-founder, Gameful
(real) Games are about intrinsic rewards
Research show that fun in gaming is from intrinsic factors –
experiences of competence, self-efficacy, and mastery
Raph Koster, A Theory of Fun for Game Design (2004)
Misconception #2
Games have to be fun
Fact
Economists developed the theory of games to
mathematically capture human behavior in strategic
situations. It has been used to develop war
strategies, nuclear weapon strategy, and more.
Serious stuff.
Classic game theory: The Prisoners‟ Dilemma

Games arise when multiple actors with differing
objectives compete or cooperate for scarce resources.
Does that sound like your workplace?
Misconception #3
Games are not appropriate at work
Leveling up

Leaderboards
Badges

Reality
Work is already filled with
games & game-elements
Example: the Career Game
“We compete for jobs: the more desirable the
job, the tougher the competition. Most people
readily understand this. But, fewer people
recognize that the pursuit of an open job can
be framed as one „move‟ in a multifaceted
game called „a career.”

Stephen Miles
Vice Chairman, Heidrick & Struggles
Author, Your Career Game
The real question then is:
How should we better design games we will
inevitably play in the workplace?
So we don‟t end up with
badly designed games.
And unintended consequences.
The Cover-Your-Ass game
“When credit and blame are mismanaged and
unfair, people shut down, become demotivated,
and focus more on covering their rears rather
than moving forward.
When credit and blame are managed properly,
people are willing and able to experiment, learn
and grow.”

Ben Dattner
Professor of Industrial & Organizational Psychology, NYU
Author, The Blame Game
The Bonus Game
“…when the tasks involve higher levels of
cognition or creativity, the monetary incentives
actually stifle performance rather than drive it. In
addition, people undertake activities for reasons
of mastery, purpose, etc. rather than specifically
for monetary reward.”

Daniel Pink
Author, Drive
And our favorite, the performance review game
Formal with very infrequent feedback.
But, seriously a ritual game with billions spent in wasted enterprise effort.
Lessons learnt in designing good games at work*

*So far. This is a WIP
Lesson #1
It‟s not about features you can bolt on.
It‟s about a careful design process.
Gamification: “One of Many Design tools for
Engaging Systems”
Good Design
Behavioral
Economics / FLOW

Gamification

Great
Copy / Tone

Engagement
loops

Points
Badges
Leaderboards
Auto-triggers

Skumorphism
Typography / Color
Layout

Cohort Analysis
Marcus Gosling
Principal Design Architect, salesforce.com
Rypple lead designer
Co-founder IMVU (50m users)
IDEO

Simplicity /
Subtraction

Social
Design
You can‟t save a crappy
service/product/environment
by bolting on game mechanics.

+
X Wrong

✓Right

What‟s challenging or meaningful
about leaving the house?

Doing work that makes a difference?
Now that‟s difficult yet meaningful
You have to design the right game
And that happens slowly, carefully & iteratively

24h
User insight

Game design

Release
7 days

Observe
behavior

Refine
game
element

24h
Release
7 days
Another critical ingredient:
Game Designers*!

Do we need this slide anymore?

Marcus Gosling
UX Designer, Rypple
Previously, co-founder, imvu

Ryan Dewsbury
Product Designer, Rypple
Creator of KDice & GPokr

* Alert: Be wary of software companies claiming
their products are gameified…when they don‟t
have game designers on staff!
Lesson #2
Design around intrinsic motivations.

Meaning, Autonomy, &
Mastery
“Game elements are like an amplifier: There has to be
a genuine sound first – a value, an interest, a
motivation – for the amplifier to do any good.”

Sebastian Deterding
Gamification & UX designer and researcher
Badges can be silly

Badges devoid of meaning can be silly.
For many, the badge is the only benefit
of playing the game. And that‟s okay in
certain contexts.

Or they can be meaningful

Military badges are meaningful because
the underlying activity is meaningful.
The badges are filled with shared
symbolism.
Not just a piece of metal

Symbol of meaningful impact

"Let it be known that he who wears the military
order of the purple heart has given of his blood
in the defense of his homeland and shall
forever be revered by his fellow countrymen."
George Washington, August 7, 1782
Identity at work

Badges as reputation

You reputation at work is important for a
host of reasons. Managing this identity is
a powerful intrinsic driver.

Badges created by peers for meaningful
achievements lets people share successes
and manage their reputation. Badges thus
have a shared meaning that leads to them
becoming trusted indicators of meaningful
activities.
Lesson #3
Amplify positive behaviors that already exist.
Positive Behavior

To:

Make it easy. Make it Social.

Joy Gao

Cc:
Subject:

Thanks!

Thanks for the awesome L&L! I learnt a
ton!

People like giving others a thanks for
meaningful achievements, help, etc.
Recognition is tremendously
motivating.

Make it crazy simple to give people
thanks, and for others to see it.
Easy and social.
Positive Behavior

In games and at work, people like to
embark on Epic Quests. They like to
pick their quests, gather the troops
and take on challenges head on.

Design Element

Make it easy for people to define their
own Epic Quests, enlist contributors &
share real-time progress on their quests.
And to collect badges representing their
successful quests.
Lesson #4
Do it slowly and very carefully
Games elements have real
& sometimes unintended consequences
Game element

Scoreboards are a
common game element.
Harmless in the virtual
world of games.

Unintended consequences

“Depending on [work context],
leaderboards can feel like yet another
form of control and pressure, or as
merely informational and supportive”
*Sebastian Deterding, Meaningful Gamification
Invite coworkers

$25

Unintended consequences
% of new users that invite coworkers

Game element

$25 reward

Monetary incentives should
drive activity right? After all,
people like rewards, and
money‟s a great reward!

with "invite your "invite your team"
team to join you"
+ reasons why

Wrong! Users emailed us saying
getting paid for invitations in a work
context was inappropriate. They
preferred to invite others to simply
join them on Work.com.
Lesson #5
Simplicity counts
"Perfection is achieved, not when there
is nothing more to add, but when there
is nothing left to take away."

Antoine de Saint-Exupéry
French author and aviator
Difficult Behavior

We all know that getting regular feedback
is good for your performance at work.
But its hard (& scary) to get constructive
feedback from people you work with!

Simplicity in design

The easier we made it to ask for
feedback, the more people used it.
The more complicated the process
(unnecessary fields, ratings,
options…choices), the less people do it.
In summary
Helpful lessons on Enterprise Gamification
Work is already filled with games. They‟re mostly poorly
designed.
Get people on the team with experience in building games.
Design, build, learn, design, ... repeat.
Leverage intrinsic motivators at work. Amplify positive
behaviors.
Watch for unintended consequences of game elements in
the social context of work.

Simplicity counts.
Want to learn more?
Daniel Debow
ddebow@salesforce.com

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Work better, Play Together. On Enterprise Gamification

  • 1. Work Better, Play Together On Enterprise Gamification Daniel Debow / Salesforce.com / @ddebow
  • 2. Games are having their moment in the limelight
  • 3. Once upon a time, they were the root of all evil.
  • 4. Today, people are realizing that game design has something to say about how we design solutions to other problems.
  • 5. It can help solve real world problems.
  • 6. It can drive employee motivation & performance Just add points & rewards (cash, tchotchke‟s, whatever)
  • 7. You can get employees to engage in not-so-fun exercises Make it look like a game so they do it!
  • 8. But as with any new idea, carefully separate what works from what doesn‟t.
  • 9. “Gamification is an inadvertent con. It tricks people into believing that there‟s a simple way to imbue their thing ... with the psychological, emotional and social power of a great game.” Margaret Robertson Game Designer & Consultant to EA, Sony
  • 11. “Most gamification is just „pointsification.‟ …too much gamification is about zero sum games: often, for me to win, you‟ve got to lose.” Matthew Jensen Game Designer Co-founder, Natron Baxter Applied Gaming, Co-founder, Gameful
  • 12. (real) Games are about intrinsic rewards Research show that fun in gaming is from intrinsic factors – experiences of competence, self-efficacy, and mastery Raph Koster, A Theory of Fun for Game Design (2004)
  • 14. Fact Economists developed the theory of games to mathematically capture human behavior in strategic situations. It has been used to develop war strategies, nuclear weapon strategy, and more. Serious stuff.
  • 15. Classic game theory: The Prisoners‟ Dilemma Games arise when multiple actors with differing objectives compete or cooperate for scarce resources. Does that sound like your workplace?
  • 16. Misconception #3 Games are not appropriate at work
  • 17. Leveling up Leaderboards Badges Reality Work is already filled with games & game-elements
  • 18. Example: the Career Game “We compete for jobs: the more desirable the job, the tougher the competition. Most people readily understand this. But, fewer people recognize that the pursuit of an open job can be framed as one „move‟ in a multifaceted game called „a career.” Stephen Miles Vice Chairman, Heidrick & Struggles Author, Your Career Game
  • 19. The real question then is: How should we better design games we will inevitably play in the workplace?
  • 20. So we don‟t end up with badly designed games. And unintended consequences.
  • 21. The Cover-Your-Ass game “When credit and blame are mismanaged and unfair, people shut down, become demotivated, and focus more on covering their rears rather than moving forward. When credit and blame are managed properly, people are willing and able to experiment, learn and grow.” Ben Dattner Professor of Industrial & Organizational Psychology, NYU Author, The Blame Game
  • 22. The Bonus Game “…when the tasks involve higher levels of cognition or creativity, the monetary incentives actually stifle performance rather than drive it. In addition, people undertake activities for reasons of mastery, purpose, etc. rather than specifically for monetary reward.” Daniel Pink Author, Drive
  • 23. And our favorite, the performance review game Formal with very infrequent feedback. But, seriously a ritual game with billions spent in wasted enterprise effort.
  • 24. Lessons learnt in designing good games at work* *So far. This is a WIP
  • 25. Lesson #1 It‟s not about features you can bolt on. It‟s about a careful design process.
  • 26. Gamification: “One of Many Design tools for Engaging Systems” Good Design Behavioral Economics / FLOW Gamification Great Copy / Tone Engagement loops Points Badges Leaderboards Auto-triggers Skumorphism Typography / Color Layout Cohort Analysis Marcus Gosling Principal Design Architect, salesforce.com Rypple lead designer Co-founder IMVU (50m users) IDEO Simplicity / Subtraction Social Design
  • 27. You can‟t save a crappy service/product/environment by bolting on game mechanics. +
  • 28. X Wrong ✓Right What‟s challenging or meaningful about leaving the house? Doing work that makes a difference? Now that‟s difficult yet meaningful
  • 29. You have to design the right game And that happens slowly, carefully & iteratively 24h User insight Game design Release 7 days Observe behavior Refine game element 24h Release 7 days
  • 30. Another critical ingredient: Game Designers*! Do we need this slide anymore? Marcus Gosling UX Designer, Rypple Previously, co-founder, imvu Ryan Dewsbury Product Designer, Rypple Creator of KDice & GPokr * Alert: Be wary of software companies claiming their products are gameified…when they don‟t have game designers on staff!
  • 31. Lesson #2 Design around intrinsic motivations. Meaning, Autonomy, & Mastery
  • 32. “Game elements are like an amplifier: There has to be a genuine sound first – a value, an interest, a motivation – for the amplifier to do any good.” Sebastian Deterding Gamification & UX designer and researcher
  • 33. Badges can be silly Badges devoid of meaning can be silly. For many, the badge is the only benefit of playing the game. And that‟s okay in certain contexts. Or they can be meaningful Military badges are meaningful because the underlying activity is meaningful. The badges are filled with shared symbolism.
  • 34. Not just a piece of metal Symbol of meaningful impact "Let it be known that he who wears the military order of the purple heart has given of his blood in the defense of his homeland and shall forever be revered by his fellow countrymen." George Washington, August 7, 1782
  • 35. Identity at work Badges as reputation You reputation at work is important for a host of reasons. Managing this identity is a powerful intrinsic driver. Badges created by peers for meaningful achievements lets people share successes and manage their reputation. Badges thus have a shared meaning that leads to them becoming trusted indicators of meaningful activities.
  • 36. Lesson #3 Amplify positive behaviors that already exist.
  • 37. Positive Behavior To: Make it easy. Make it Social. Joy Gao Cc: Subject: Thanks! Thanks for the awesome L&L! I learnt a ton! People like giving others a thanks for meaningful achievements, help, etc. Recognition is tremendously motivating. Make it crazy simple to give people thanks, and for others to see it. Easy and social.
  • 38. Positive Behavior In games and at work, people like to embark on Epic Quests. They like to pick their quests, gather the troops and take on challenges head on. Design Element Make it easy for people to define their own Epic Quests, enlist contributors & share real-time progress on their quests. And to collect badges representing their successful quests.
  • 39. Lesson #4 Do it slowly and very carefully Games elements have real & sometimes unintended consequences
  • 40. Game element Scoreboards are a common game element. Harmless in the virtual world of games. Unintended consequences “Depending on [work context], leaderboards can feel like yet another form of control and pressure, or as merely informational and supportive” *Sebastian Deterding, Meaningful Gamification
  • 41. Invite coworkers $25 Unintended consequences % of new users that invite coworkers Game element $25 reward Monetary incentives should drive activity right? After all, people like rewards, and money‟s a great reward! with "invite your "invite your team" team to join you" + reasons why Wrong! Users emailed us saying getting paid for invitations in a work context was inappropriate. They preferred to invite others to simply join them on Work.com.
  • 43. "Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away." Antoine de Saint-Exupéry French author and aviator
  • 44. Difficult Behavior We all know that getting regular feedback is good for your performance at work. But its hard (& scary) to get constructive feedback from people you work with! Simplicity in design The easier we made it to ask for feedback, the more people used it. The more complicated the process (unnecessary fields, ratings, options…choices), the less people do it.
  • 46. Helpful lessons on Enterprise Gamification Work is already filled with games. They‟re mostly poorly designed. Get people on the team with experience in building games. Design, build, learn, design, ... repeat. Leverage intrinsic motivators at work. Amplify positive behaviors. Watch for unintended consequences of game elements in the social context of work. Simplicity counts.
  • 47. Want to learn more? Daniel Debow ddebow@salesforce.com

Hinweis der Redaktion

  1. Need better gaming image
  2. Need better gaming image
  3. Need better gaming image
  4. Insert images of well recognize games
  5. http://science.howstuffworks.com/game-theory5.htm
  6. Serious Games, Clark Abt, University Press of America, 1987.
  7. Insert images of well recognize games
  8. [group goals, epic quests, helping people elevate their own games]
  9. Insert images of well recognize games