Roughly 10,000 years ago, humans created formalized language. Before then, they certainly communicated, but with grunts and gestures. With language, people could share important concepts with each other, warn about dangers, entertain, and preserve the tribe’s history by telling stories to the youngest generation.
Then, during the Bronze Era (roughly 3600 BC), the Sumerians and Egyptians invented written language. But it wasn’t until the invention of the printing press some 5,000 years later that writing was a practical method for distributing information; instead, writing was used as a method of recording and storing information.
The reasons the Gutenberg Press was such a big deal is because it allowed information and knowledge to be democratized. Documents that were once protected and preserved could now be replicated and distributed relatively inexpensively.
Before then, we relied on a few scholars and priests to tell us what had been written. This meant...
Gamification is the use of game elements and game-design techniques in non-game contexts. Let me break that down.
Game Elements: Think of game elements as a toolkit for building a game. Game elements include game pieces, avatars, rules, scoring points, proceeding to the next level, receiving badges, or unlocking a reward. As you begin to gamify a system, you can and should modify the elements to target certain business objectives and to make the experience more engaging.
Game Techniques: The aspects of games that make them fun, addicting, and challenging can’t be reduced to a list of components or step-by-step instructions. This is where game-design techniques come in. How do you decide which game elements to put where to create an overall productive gamified experience? Just like strategic leadership, managing a team, or creating a killer marketing campaign, game design is a strong mix of knowledge, skill, and luck.
Non-game Context: The final aspect of our...
In his seminal work describing flow, Mihály Csíkszentmihályi discusses the frustration we feel when a challenge is more difficult than our abilities, or how boring a task will be if our skills surpass the challenge. Flow, he says, comes at the balance between challenge and ability. The more skilled we are, the more we enjoy challenges.
At the beginning of a training program, skills are low. Even if we are accustomed to other learning programs, and even if this program should be beneath our skill level, the fact that it is unfamiliar territory means we will revert to the level of novice.
For instance, you probably had a similar amount of fear and tension your first day of school for grade three as you did for grade seven. By grade seven, you should have been used to going to school, but you were facing a new classroom, new teachers, new peers, and new subjects. So once again, you were a novice at school, essentially starting from the beginning.
by Jonathan Peters, PhD
In an effort to continue the piling-on of Uber Technologies, The New York Times published an article that is critical of Uber’s use of “psychological tricks” to “manipulate” people to drive at specific times and in specific locations. Unfortunately, the article only mentions one trick beyond basic supply-and-demand business models (surges that encourage drivers to go where customers are). But that one trick is worth a look, especially as it relates to engaging learners.
But first, an insight that an employee of The New York Times may not understand. In the gig economy, people choose when, and how much, they work. In my case, I drive occasionally for different transportation companies. In Austin, TX, we recently hosted SXSW. During an event like this, you can expect to easily make $40 an hour driving, and if you’re willing to deal with drunks, you can expect to make $70 an...
Let’s face it, gamifying a training takes a lot of extra work. It’s easy to deliver information in a lecture. Shouldn’t it be the participant’s responsibility to take our information, remember it, and apply it? After all, they are adults. Why is it our responsibility to make it fun and engaging for them?
Some Talent Development folks are satisfied throwing some points, badges, and leaderboards (PBLs) at a training and being done with it. They don’t have the time and resources to consider other mechanics, develop player personas, create narratives, and determine KPIs.
They ask why they should do all this extra work. Participants should be motivated enough by PBLs.
In truth, there are many reasons why we would not apply gamification to a training, such as time, budget, interest/importance, no support from above, and there may actually be some types of training, you can’t gamify (we’re still looking for an example - so if you have an idea,...
It’s probably no surprise to you, but investing in employees pays off.
Learning opportunities result in higher levels of employee promotion, retention, satisfaction, skills and knowledge, and this translates to better organizational performance. In fact, research shows the more a company invests toward developing employees, the higher its stock value goes the following year.
Yet demonstrating a real, bottom-line, Return on Investment (ROI) remains a continued challenge for those of us in Learning and Development fields.
As a gamification strategy designer, it is important for you to work with senior leaders to mutually identify ROI measures (beyond smiley sheets) that are linked to the organization’s key strategic objectives. Successful evaluation starts at the beginning of the planning (e.g. Sententia LV1 Strategy Design begins this process in Level 1: The Lost Lagoon), well before the learning design and delivery occurs. In fact, it should begin at the needs assessment...
As a business owner, leader, manager, HR or talent development professional, you can learn how to create fun and rewarding gamified experiences to achieve the business objectives that are crucial for the success and profitability of your organization. But you’ll have to begin with a willingness to think differently.
Here are 5 things to consider in gamification design:
1. Your reason for gamifying your project has a huge effect on how you should gamify.
There are some fundamental questions that encourage a solid, creative gamification design. You should ask yourself these questions before you begin the gamification process as well as throughout your design and roll out stages.
Before you begin designing, you should ask yourself the following:
2. Prioritize the actions you want your users to take and reward them for it
Gamification of real-world training and development is a powerful technique which can motivate people and help generate loyalty to your organization, its products, and its message. At its core, Gamification is about finding the fun in the things that we have to do.
But like any of our training or learning programs, before we begin to design with gamification, we must first answer the question Why?
The key to engaging employees and developing effective training and learning programs must start by establishing the motivation to learn.
Adult learners want to know why they should learn something. Managers who send their direct reports to training need to clearly understand why they should do so if we want them to support the application of that training afterwards.
In corporate training, explaining why means rather than beginning our discussion about what learning objectives a program must provide or how the program might best be delivered, we should first consider why the program...
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