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Gamification Europe November 2017 by Dr Marigo Raftopoulos

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In this presentation I made at Gamification Europe I question the validity of talking about whether a project is a success or failure. My question to practitioners is whether they are making a material difference. I use systems thinking as a foundation of thinking about systemic change the unintended consequences of gamification.

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Gamification Europe November 2017 by Dr Marigo Raftopoulos

  1. 1. Enterprise Gamification Design: Success or Failure: Are you making a difference? Gamification Europe November 2017 Marigo Raftopoulos PhD 0
  2. 2. 1 First we play!
  3. 3. 2 The rules: • Form teams • Build the tallest freestanding structure • Only use the material provided in the envelope • You have 10 minutes – GO!!
  4. 4. 3 What patterns of behaviour emerged?
  5. 5. 4 The mental models at play… • Form teams – production line team workgroups • Build a freestanding structure – production target • Use only material provided – resource scarcity • Gameplay – competition or co-operation? Behaviour? • You have 10 minutes – time bound production target => Command & Control, Military-Industrial Complex
  6. 6. 5 It’s all about System Types • Structure drives behaviour and outcomes • Observable patterns over time • Oscillations, instability (and blame)
  7. 7. 6 The truth about games 1. 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
  8. 8. 7 • 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) You are here The Systems Iceberg Source: http://aea365.org/blog/systems-in-eval-tig-jan-noga-on-speaking-systems-with-non-systems-folks/ How far down are you drilling?
  9. 9. 8 Proceduralism in Persuasive Games (& Gamification) Symbol Manipulation Information Asymmetry Imbedded Values Game Rules Bias What system types are we creating? What messages are we conveying?
  10. 10. 9 Are we really making a difference?
  11. 11. 10 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?
  12. 12. 11 All design processes have the same underlying principles – gamification design is no different Solving wicked problems
  13. 13. • 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 model 2. Objectives 3. Empathy (Personas) 4. Creative problem solving 5. Technology 6. Gamefulness 7. Prototyping Gamification Design Framework
  14. 14. 13 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. Capability Framework 21 Keys to Capability Building
  15. 15. 14 Operational Design Technology Implementation Types of gamification failure Strategic Problem Solution Communication Systemic Structure Mental Models Legacy
  16. 16. 15 The Big Picture (Systems Thinking)
  17. 17. 16 A bad system beats a good person every time.
  18. 18. 17 MIT System Dynamics “The Beer Game”
  19. 19. 18 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
  20. 20. 19 Patterns of behaviour & the illusion of control
  21. 21. 20 • 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
  22. 22. 21 Drivers of human behaviour are complex & are shaped by systemic structures Emotion (Plutchik) Desire (Reiss) Values (Schwartz) Culture (Hofstede)
  23. 23. 22 • 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? Structure Influences Behaviour
  24. 24. 23 Data-Driven Gamification – success or failure? • 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
  25. 25. Next time someone asks you build a tower made of plastic and hot air – ask them: 24 • What is the nature of the system we are designing for? • What are the consequences? • How might we do this differently? • Most importantly. . .
  26. 26. 25 How are you making a difference?
  27. 27. 26 Thank you! marigo@strategicinnovationlab.com http://strategicinnovationlab.com Twitter: @marigo
  28. 28. Strategic Gamification Design If you want to design like a pro, this program is for you Strategic Gamification Design for Leaders Program Contact: marigo@strategicinnovationlab.com

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