Looking for:
For the win kevin werbach pdf download |
For the win kevin werbach pdf download
By offering more options for individual customization, though, Nike promotes a sense of empowerment. Equally important, though, some things are too much fun to gamify. The picnic is an example of undirected play. Turning it into a structured process would do more harm than good. In other words, gamification works for contexts that are or can be made fun but which lend themselves to concrete business objectives. Imagine that your local supermarket chain wants to implement gamification. It looks at its business and quickly concludes that some aspects are more amenable to gamification than others.
It may not be worth the investment to gamify this part of its business. On the other hand, engaged consumers are more likely to go out of their way to shop at their favorite store, producing direct financial benefits. Sales are one way of motivating customers, but they can be matched by competitors and cut into profits. A gamified system to increase the engagement and loyalty of regular supermarket shoppers makes a great deal of sense. To figure out where gamification might fit your needs, consider the following four core questions: 1.
Motivation: Where would you derive value from encouraging behavior? Meaningful Choices: Are your target activities sufficiently interesting? Structure: Can the desired behaviors be modeled through a set of algorithms?
Potential Conflicts: Can the game avoid conflicts with existing motivational structures? It is fundamentally a means to get people interested in behaving a certain way. If your problem is a lack of qualified Java developers in your organization or that buyers consider your prices too high, gamification is unlikely to offer much in the way of solutions. Neither of these challenges can easily be solved with a more motivated population.
Generally, more engaged customers will purchase more, and more engaged workers will perform better, but the impact varies. A commodity product is unlikely to benefit significantly from gamification, because buyers typically choose these sorts of products on price alone. There are three main kinds of activities for which motivation is particularly important: creative work, mundane tasks, and behavior change. Some tasks involve emotional connections, unique skills, creativity, and teamwork.
These are the high-value-added activities or customer relationships that make an outsized contribution to competitive advantage. They are also great candidates for gamification. Gamification can give them a satisfying, individualized, ongoing rewarding experience unlike anything else.
At the other end of the spectrum are mundane tasks that involve adherence to defined procedures and that are purely individual in nature. Gamification can also be effective in these situations, but it needs to be done differently. Take restaurant servers. A startup called Objective Logistics gamifies their work-scheduling process.
The servers gain visibility into their performance beyond the tips in their pocket at the end of the night and are motivated both by recognition and the reward of more desirable shifts. Restaurants see average check size increase enough to improve profitability significantly. Finally, there are behavior-change scenarios in which people understand something is good for them but have a hard time doing it. The challenge is to make the activity habitual.
Practically Green is a Boston-based startup that promotes environmentally sustainable behavior among individuals and employees. It gamifies the process by assigning points, badges, and other game elements to specific activities, and by connecting participants to a supportive online community. Less than a year after launching, it has reduced over 14 million tons of carbon dioxide emissions, saved 25 million gallons of water, spurred recycling of 2 million pounds of garbage, and saved 6 million kilowatt hours of electricity.
Meaningful choices simply mean options that give the player some freedom of choice, and noticeable consequences flowing from those decisions. Similarly, a Keas participant can engage in a variety of different health and wellness activities to earn points for her team. Even though all of these options serve the goals of the site, they give the user a sense of autonomy.
A gamified system that offers rewards but no choices will quickly feel disempowering and boring for most players. Games unleash the ineffable quality of fun, but gamification requires algorithms to measure and respond to actions. Also, it must be easy to record or track user activities, so the relevant data can feed into online systems that manage the game. Consumer electronics giant Samsung has gamified its website with a program called Samsung Nation. Samsung built a point system that assigns values to all these actions.
Sharing an action on Twitter is worth points, while registering a Samsung product you just bought is worth The 5-to-1 ratio is arbitrary, but it represents a rough estimate of the relative benefits to the network of the two activities.
Similarly, Practically Green developed a proprietary metric for green actions such as reducing exposure to toxins and energy usage, which it promotes as an individual analogue to the LEED certification for environmentally sustainable buildings. Studies show that game mechanics such as leaderboards can actually demotivate workers when the mechanic is entangled with traditional rewards such as salary and bonuses.
When they see how low on the totem pole they are, many workers will give up. The climb up the ladder is too daunting. Others will internalize that the work is less important than the game and treat the work less seriously. Put yourself in the shoes of a player and ask what message your organization is sending. For example, a startup called Recyclebank offers gamified rewards in many communities to encourage people to recycle. However, Recyclebank has had to structure and position its game elements to avoid sending the message that recycling is purely a financial transaction.
Pulling It Together You can think of the previous four questions as design goals. The ideal candidates for gamification are processes that depend on motivation, offer interesting challenges that are easily coded into rules, and reinforce existing reward systems. In other words, the more meaningful choices, the better, and so forth. Do this exercise before you think about what kinds of game elements or games you might use. Table 2. Motivation Frameworks 2. Meaningful Choices 3.
Structure 4. Potential Conflicts For the hypothetical supermarket gamification initiative, the chart would look something like table 2. In other words, you need a strong answer about why you meet each requirement or your project will be lacking in some crucial way.
As your thinking evolves, go back and modify your answers. Then evaluate how changes in one box affect the others. You should do this before you make any decisions about the specifics of your system. Motivation Checkout clerk performance Shopper loyalty rewards Frameworks 2. Potential Conflicts Not clear that Largely engagement noncreative would improve activity customer experience Average time of customer checkout easy to measure Perhaps intrinsic enjoyment can be added to a dull activity, but gamification might produce resentment Give customers a reason to choose us other than price and in-store service, with direct revenue benefits Purchases automatically tracked through our POS system and loyalty cards Customer and company interests aligned Let customers choose how to qualify for different kinds of rewards Squares with an X indicate that the criterion does not support use of gamification for the activity.
A partial X indicates that this criterion might support gamification, but is unlikely to do so. Now we get to talk about your users and what makes them tick. B rian Wang and Richard Talens are in their midtwenties, usually dressed in t-shirts, and not very tan.
In other words, they fit the stereotypes of hardcore gamers and Internet entrepreneurs. While at first this may seem incongruous, their penchant for working out is at the heart of what they do as gamers and startup founders. Wang and Talens founded Fitocracy. We understand the benefits intellectually but have a hard time getting motivated. Using various features normally found in videogames—things like levels, quests, badges, and points—Talens and Wang set about finding ways to motivate people to get up off their lounge chairs and into the gym.
Fitocracy users are encouraged to track their jogging and their gym sessions, they are rewarded when they progress to a harder workout, and they share information, tips, and success stories on a social site.
Fitocracy knows its users. Fitocracy must be doing something right: the site went from 1, users to , in the space of a year, and Wang and Talens have collected numerous stories about users who have lost pounds and turned their lives around.
For Fitocracy, gamification is the key in moving users from merely wanting to exercise to actually doing it. People are like objects: they have a certain inertia that needs to be overcome for them to move.
So why do they go? Many reasons, of course, but a simple division is between those who want to see Adam Sandler clown around and those who feel like they have to go see him. Hundreds of peer-reviewed academic articles and scores of real-world case studies demonstrate that it matters tremendously whether intrinsic or extrinsic motivation is the basis for an activity. These are extrinsic motivators. Salespeople work longer and harder because their end-of-year bonus is dependent on sales.
Carrots and sticks are so common in employment that we tend to assume they are the only way to motivate behavior. Think about activities that you really, really want to do. Every person is different, but typical lists include socializing with friends, quality time with your spouse or family, playing sports, doing a job you love, eating and sleeping, reading, walking along a beach at sunset, or playing videogames. Ask yourself why you want to do these things and you will find that there are lots of different reasons: being with and providing for your family is something that is part of your foundational sense of self as a person, eating and sleeping are needs you have as a human being, success in sports or work can promote feelings of competency and achievement, and walking along the beach and playing videogames are activities that are just plain fun.
These are all intrinsically motivated activities. Activities do not fall into these categories in and of themselves— there is no such thing as an amotivated task or an intrinsically motivated task. Motivation involves an interaction between a person and a task, in a situation and at a time. Remember the Adam Sandler movie example? You might have no strong feelings one way or the other about it.
Your neighbor, though, goes to see it because her husband promised her a fancy dinner afterward. What goes for Adam Sandler movies also goes for getting customers to buy, encouraging students, engaging workers, and any of the other objectives for a gamification project. In the second half of the twentieth century, the dominant theory was known as behaviorism. This approach sought to explain behavior purely based on external responses to stimuli. The best-known studies were done by Ivan Pavlov on his famous slavering dogs, and B.
Behaviorist studies like these examined the reinforcement effects of reward and punishment on animals and extrapolated the lessons to humans. The basic idea was that humans and animals responded to external stimuli in predictable ways. Behaviorist thinking suggested that extrinsic motivation was the way to encourage people to do things.
A reward or punishment, systematically applied, would condition and reinforce responses in anticipation of further rewards or punishments. Indeed, this is reflected in the standard business motivation methods of the era: the rewards of salary and bonuses and the punishments of demotion or firing. It was all very neat and industrial.
Deci and Ryan suggest that human beings are inherently proactive, with a strong internal desire for growth, but that the external environment must support this; otherwise, these internal motivators will be thwarted.
Rather than assuming, as the behaviorist approaches do, that people only respond to external reinforcements, SDT focuses on what human beings need to allow their innate growth and wellbeing tendencies to flourish. SDT suggests that these needs fall into three categories: competence, relatedness, and autonomy. Tasks that implicate one or more of these innate human needs will tend to be intrinsically motivated. In other words, people will do them for their own sake.
Some examples are obvious: any hobby that you enjoy doing whenever you have a free moment, creative Figure 3. Others may not be: running a great meeting, giving a killer sales pitch, creatively helping a customer out of a jam, or performing a successful surgery.
In other words, intrinsic motivation can come into play in the workplace, even though there is already an extrinsic reward system of salary and promotion. The psychologist Mihaly Csikszentmihalyi found that people most commonly experienced the feeling of ultimate intrinsic motivation, which he labeled flow, on the job.
Think back to the Fitocracy duels. Participants choose the objectives of the competition and their opponents autonomy ; the manoa-mano face-off creates a measuring stick competence ; and the rooting section loops in friends relatedness.
Players respond because Fitocracy activates all of the core SDT elements. These motivators will manifest differently in each individual. Some players will be put off by the fear of losing a duel, which is why Fitocracy offers other mechanisms without head-to-head competition. Smart game designers, of course, realized this long ago. Popular videogames typically offer both player-vs. One of the authors, when playing World of Warcraft, loved nothing more than to sit in a secluded spot outside a major city to ambush passing players.
To each his own. Daniel H. Several others, including management scholar Theresa Amabile, education reformer Alfie Kohn, and learning scholars Sandra Aamodt and Sam Wang, have demonstrated similar results in a variety of settings. Games are perfect illustrations of the lessons of SDT. Why do people play? Even a simple game like Sudoku activates intrinsic needs for autonomy which puzzle I solve and how I solve it is entirely up to me , competence I figured it out!
In the same way, gamification uses the three intrinsic motivators to generate powerful results. Levels and the accumulation of points can all be markers of competence or mastery. Giving players choices and a range of experiences as they progress feeds the desire for autonomy and agency.
Social interactions such as Facebook sharing or badges you can display for friends respond to the human need for relatedness. Games may also involve extrinsic motivators.
Each of these latter examples involves extrinsic motivation; and each of them is really powerful. The important distinction here is how the user feels about the experience, not the formulation of the reward. Consider three United Airlines Premier Executive frequent flyers. Juan is proud of being in such an exclusive club; he loves the feeling of walking on a red carpet past the hoi polloi at the gate. And all Esther cares about is access to the private airport lounges, where she can relax during those long layovers on business trips.
Each is motivated in different ways to achieve the reward. Gamification is not just reward design. Many gamified sites and gamification platforms seem to assume that a virtual reward is inherently compelling. It might be a pale substitute for what people really want. Or as we describe in the next section, it might actually kill intrinsic motivation. Always focus on building authentic engagement; there are no shortcuts.
The following lessons are sometimes counterintuitive, but they are well supported by studies and real-world examples. Any gamification design has to take this into account. Sometimes giving people a bigger benefit to perform some activity will actually make them do it less, and worse. Alfie Kohn, the education reformer, published a book on this phenomenon in schools with the wonderful title Punished by Rewards.
For tasks that are interesting, intrinsic motivation dissipates when extrinsic rewards are tangible, expected, and contingent. Many people find the pleasure of losing themselves in a book to be one of the true joys of life. But teaching kids to read can be an onerous task. Parents and teachers employ all manner of tricks to get them over the initial comprehension gap. Often these tricks fall on the more extrinsic side of the motivation continuum. It turns out that if you give kids tangible rewards like gold stars for doing well at reading—or, worse, if you give them money—they will improve up to a certain point and then stop.
The tangible, expected, contingent reward initially motivates the kids, but its effectiveness plateaus dramatically. The crowding-out effect may sound counterintuitive, but when you think about it, there are good reasons for it. Before long, people begin to take the reward for granted. When the reward is expected, our mental arithmetic sees it as a kind of sunk benefit, providing increasingly little pleasure when it actually arrives.
The task no longer seems intrinsically worthwhile, and the extrinsic rewards become increasingly poor substitutes. Many research studies confirm that the crowding-out effect is real. Virtually every type of expected reward and punishment that is contingent on performance will have the same effect: prize rewards, threats as punishment, deadlines, and centrally issued directives. Think back the Microsoft Language Quality Game. Money would have gotten in the way.
In part, this reflects the legacy of the loyalty program industry, which has spent the past few decades hooking us on frequent flyer miles and credit card reward points. Game thinking takes us beyond this limited view. Boring Can Be Engaging Extrinsic motivation is not always bad. Studies have found that it has a positive outcome on performance where the user is engaged in an otherwise amotivated task.
In other words, extrinsic motivation helps people enjoy boring activities. And we all know that everyone runs into those sometimes. Imagine you are trying to gamify tax preparation, estate planning, trash collection work, or the experience of undergoing an unpleasant but medically advisable procedure such as a colonoscopy. In such cases there is the chance that you can apply intrinsic motivators, but extrinsic mechanisms may be necessary as a fallback.
LiveOps is a call-center outsourcing provider. Using a software platform, it has created a low-cost but high-quality virtual workforce of 20, Americans who answer or make calls part-time from home. It has successfully won business against offshore call centers by offering a better customer experience at comparable prices.
A key asset for LiveOps is its ability to offer unemployed and underemployed Americans, including those with significant time limitations such as stay-at-home mothers, gainful employment and online skills development.
Call-center work can be the epitome of drudgery, but many LiveOps agents describe their work in glowing terms. Given its focus on creating positive experiences for its agents, LiveOps is a natural candidate for gamification.
Indeed, the company has embraced gamification as a way to improve motivation. By adding relatively simple game elements—such as leaderboards and points—LiveOps was able to generate significant results. Agents who level up or earn badges get the message that they are moving upward toward mastery of valuable skills.
A good example is in the traditional arena of marketing. Rewards programs give purchasers points, tiers, and other psychological rewards in exchange for behaviors desired by program creators—usually the purchase of more product, or engaging with it in some way—and this has been shown to be an effective motivator of favorable activity. The lesson for gamification: Extrinsic reward systems work for nonintrinsically engaging activities.
Tune Your Feedback Feedback is trendy these days. Businesses and governments can now collect and display data to users in real time, and they are finding significant value in doing so. Police have shown a marked decrease in speeding when a driver is shown his or her speed on a display connected to a roadside radar detector.
Designed well, feedback loops push users toward desired behaviors. Feedback in a gamified system can be the linchpin of effective motivation.
Rypple, a Canadian startup, developed a service called Loops to provide performance feedback to employees. Loops manages performance feedback from a number of sources, including input from co-workers, defined progress toward work goals, and coaching and validation from supervisors. Loops allows employees to monitor their performance constantly using this feedback.
After several successful deployments, Rypple was acquired in by Salesforce. In building successful gamified systems, immediate and frequent feedback is necessary but not sufficient. Here are three important lessons about feedback: 1. Unexpected, informational feedback increases autonomy and self-reported intrinsic motivation. This has some concrete payoffs. Skip to search form Skip to main content Skip to account menu.
Werbach , D. Hunter Published 30 October Business Take your business to the next level--for the win Millions flock to their computers, consoles, mobile phones, tablets, and social networks each day to play World of Warcraft, Farmville, Scrabble, and countless other games, generating billions in sales each year. The careful and skillful construction of these games is built on decades of research into human motivation and psychology: A well-designed game goes right to the motivational heart of the human psyche.
In For the Win, authors Kevin… Expand. Save to Library Save. Create Alert Alert. Share This Paper. Close suggestions Search Search. User Settings. Skip carousel. Carousel Previous. Carousel Next. What is Scribd? Explore Ebooks. Bestsellers Editors' Picks All Ebooks. Explore Audiobooks. Bestsellers Editors' Picks All audiobooks. Explore Magazines. Editors' Picks All magazines. Explore Podcasts All podcasts. Difficulty Beginner Intermediate Advanced.
Explore Documents. Enjoy millions of ebooks, audiobooks, magazines, and more, with a free trial. Ebook pages 3 hours. Start your free days. Read preview. Language English. Publisher Wharton School Press. Release date Nov 10, ISBN Read more. Press Start: Using gamification to power-up your marketing. Save Press Start: Using gamification to power-up your marketing for later. Ebook Mastering Gamification: Customer Engagement in 30 Days: The revolutionary way to attract customers, keep them coming back for more, and take your business to the next level by Scot Harris.
Save Mastering Gamification: Customer Engagement in 30 Days: The revolutionary way to attract customers, keep them coming back for more, and take your business to the next level for later. Business Gamification For Dummies. Save Business Gamification For Dummies for later.
Gamification A Complete Guide - Edition. Related podcast episodes. How our lives are being gamified, with Adrian Hon.
Save How our lives are being gamified, with Adrian Hon for later. Podcast Episode — Can gamification level up our learning? Save — Can gamification level up our learning? Podcast Episode What Fun! Save What Fun! Podcast Episode Primer intro behind the theory and mechanics of gamification. A good starter book on the subject before delving into deeper applications. It was just overall boring to read even though the concepts my apply. Great book that provides a good overview of gamification and offers some tips on implementing it yourself.
I was hoping for a little more depth A great introduction to gamificacion, but I was hoping for a little more indepth analysis and alittle. A good source nevertheless. Good practical introduction to gamification in business. Nice read. Helped me know what gamification is from the basics, analyze and understand what goes into designing a gamification process.
Book gives a good structure with detailed steps covering most of the important checklists on how to start thinking and applying gamification in any business. Very much playing on a faddish element of resonant management and doing so poorly. This very concise book gives a quick but solid introduction to the world of gamification. It clarifies the subject, gives several both good and bad examples of its uses and the most important, it decomposes and structures the topic to the novice like me.
Here is some information I tried to extract from the book: Games are voluntary. Researchers have found th This very concise book gives a quick but solid introduction to the world of gamification. Researchers have found that MM online games handled virtual goods in the same way as standard marketing concepts, as segmentation, differentiation, exploitation of cognitive biases, etc.
Be careful when using leaderboards. Studies have shown that game mechanics like leaderboards can actually demotivate workers when the mechanic is entangled with traditional rewards, such as bonuses and salary. Game designers should, for instance, try to decouple these ideas from the game. If you give kids gold stars or even money, they will improve up to a certain point and stop this has even received a name: "Fourth Grade Slump". There are two types of motivation: "intrinsic" i.
Carrots and Sticks are so common in employment that we tend to assume they are the only way to motivate behaviour, yet that is not the case. Intrinsic motivation is extremely important in business. Daniel Pink's book Drive emphasise the idea of creating an environment where employees want to excel, rather than relying on traditional levers like compensation.
Apply intrinsic motivators, but extrinsic mechanisms can be necessary as fallback e. Different people have different motivators. When in groups, users can do dull tasks PBL - points, badges and leaderboard Use of points in a gamified system: Keep score; determine the win state, connection to progression, provide feedback, and provides data for the game designer. Badges are chunkier version of points.
Badges provide guidance as to what is possible; provide a goal to strive toward; operate as virtual status symbol; function as tribal markers similarity between players , etc.
Leaderboards need to be used with care. Several studies have shown that leaderboard alone in business environment usually reduce performance. Each goal must be as precise as possible. Focus on what you want your players to do and how you'll measure them. Find also what motivates your players what makes them less likely to complete a relevant task: is it volition or faculty?
People like surprises - our brains prefer a small , random chance of a big reward to a certainty of a modest reward that over time averages out to a higher number.
It must be fun - if users think your system is fun, they are more likely to come back. Gamification is not about putting points or badges into a system. It requires a deep thought about the entire system, understanding the nature of the users and examining the specific game elements you're employing to create an engaging experience that motivates desired bahaviours.
There are no discussion topics on this book yet. Be the first to start one ». Readers also enjoyed. Goodreads is hiring! If you like books and love to build cool products, we may be looking for you.
Learn more ». About Kevin Werbach. Kevin Werbach. Books by Kevin Werbach. Mechanics 1. Components 1. Integration Figure 4. Dont Forget the Fun! You might also like W05 - Designing Game Mechanics. Gamification concepts etc. Game Design. Gamification Course Notes. Probability Project. W01 - Idea Generation Presentation. W01 - Unit Intro. Gamification for ID Forum Moodle Gamification Tools and Techniques. Getting Gamers Info Sheet.
❿
No comments:
Post a Comment