digital workplace

Gamification 101 – a simple guide to gamification in the enterprise

board gamesAs Christmas comes hurtling over the horizon, many of us will be dusting off the Monopoly and Cluedo in preparation for the arrival of family and friends. It got me thinking about that oft-quoted – actually, over-quoted – thing called gamification. Cited by some as the holy-grail of employee engagement and others as a load of old twaddle (<- I sit somewhere in the middle! :-) ), what exactly is it?

So, I raided the internet and stole ideas and information from experts … er … I mean did some research … and, below is my unbiased (<- is that possible?) view of what it is and some simple tips for using it effectively and some things to avoid …

What is it?

Gamification is the use of game play mechanics for non-game applications, for example, in the workplace … or, put another way, turning ‘work in to play’.

When has it been used for in business?

Gaming has been used in a variety of scenarios in a business context, for example:

  1. When rolling out a new initiative, such as new values or ethics, where you want people to actively engage with information to understand its implications for them as an exercise in shared understanding.
  2. It is used widely in ideation systems.
  3. As part of mass collaborative events to encourage participation.
  4. To help build communities by recognising contributions.
  5. As part of training or learning packages.

Top 6 tips for getting it right:

  1. Keep it simple
  2. Start with clear objectives
  3. Understand the three principles which underpin successful games:
    • Autonomy (people can play when they want not when you want them to)
    • Mastery (shouldn’t be too hard and players need to see they are progressing)
    • Purpose (players need to understand why they are playing – what the point is).
  4. Scores aren’t everything – people prefer validation through prestige to simple number scores which can alienate people particularly if a small number of players get way ahead of everyone else on points.
  5. The game should be about the journey and not the end result – players need to enjoy the process of playing.
  6. Make it social – i.e. let people share their progress/successes with colleagues.

The four basic characteristics of gaming are:

  1. Simple, recognizable cues for next actions.
  2. Clear, instant feedback for actions taken.
  3. Easily identifiable markers for ranking and performance.
  4. Streamlined, accessible paths to further achievement.

It’s not as easy as it sounds!

Getting gamification right is harder than it sounds. Gaming is best used to amplify existing behaviours rather than introduce new behaviours, particularly if these feel unnatural to players. Gaming won’t make people do something they don’t want to do (i.e. it has to be a part of something that players already have an underlying, intrinsic interest in doing).

Common pitfalls when setting up gamification include:

    1. Thinking gamification is ‘pointsification’ … i.e. simply allocating points to a set of activities. This will fail very quickly.
    2. Ignoring the multi-generational workplace and different technical skill levels can alienate large numbers of employees.
    3. Intentionally designing for addictive behaviour. If a player knows when to expect a reward based on their actions, this is predictable feedback and acts as a motivator. However, gamification becomes addictive when feedback is not entirely predictable. For example, if a player receives predictable rewards most of the time, but sometimes receives an extra reward for the same action, this encourages the player to repeat this action more to receive the disproportionate reward. Casino fruit machines are a good example of this. You don’t want your game to be addictive!
    4. Gaming for gaming’s sake without a clear purpose.
    5. Ignoring cause and effect. This is not understanding potential unintended consequences. This means that just because you design a process to achieve a particular outcome, you may unintentionally design for a different outcome entirely.
    6. Creating gamification clones – ripping off existing games without understanding the underlying mechanics and principles of gaming mechanics. Gartner believes 80% of current gamified applications will fail to meet their business objectives primarily due to poor design.
    7. Creating a game which encourages players to play to win. When winning becomes the key motivation, your game has failed and players will game your system to get to the top of the pile.

Gaming silos

A growing problem with gamification is that every system you buy-in these days has elements of gamification in them. Even SharePoint has some pretty lame badges as part of its community sites set-up. This is a similar problem to social silos where every system also comes with commenting, liking, rating etc. where social activity is locked in to a system and can’t be shared across an entire intranet or easily searched. In my view, it would be much more powerful in both the gamification and social spheres if they were enterprise-wide avoiding duplication left-right-and-centre!

So, there you have it!

I hope you have a wonderful holiday and a happy, wholesome and fulfilling New Year!

Tweet from Innocent drinks

Changing role of internal communications (#internalcomms)

Not sure if I ever shared this video taken after my presentation at the IntraTeam Conference in Copenhagen in February …

 

Mind the gap – the key to an effective #digitalworkplace

mind the gapIf I was in the happy position of designing a new digital workplace completely from scratch, I would develop a beautiful suite of applications which seamlessly ooze into one another and which dance daintily onto the variously sized screens used by employees in offices, on trains and while sitting comfortably on heated toilet seats … I think you get the idea!

However, in the real world, a digital workplace is a cobbled together bunch of bits and pieces, from e-mail to expenses systems, developed and purchased by a company over many years. In most cases, making wholesale changes to your bits and bobs to bring them closer together in terms of usability and user experience is out of the question.

This only really leaves one option. Being clever with the spaces between your digital workplace components. How you design a fluid user experience into these spaces will make or break your digital workplace. In fact, if you’re not clever with the way you squeeze your users through these narrow spaces, they probably won’t even know they’re in a digital workplace at all.

I think taking this approach is pragmatic, simpler, quicker and cheaper than focussing on the experience inside each application. It also feels much less daunting and more do-able.

From control to influence – the evolution of internal communciations (#internalcomms #IEC14)

John is a press officer in the media relations team at Blah Blah plc. Like John, most of his peers are ex-journalists. They all started their careers in local newspapers, writing about village fêtes, lawn mower thefts from back yards, court news and their local football team. One by one, they all got promoted and specialised in a particular field and covered a larger patch, before moving to regional media outlets and finally on to the nationals. John worked for ten years at a popular national tabloid newspaper.

The conversation around a piece of content which creates context and brings it to life becomes more important than the original content itselfJohn and his colleagues all progressed based on the quality of their end product – articles; broadcast media segments – essentially, a presentation of some kind. The quality of their end product depends upon things like: how good their sources are; how skilled they are at writing and crafting narrative; their research skills; and also their instinct for sniffing out as good story.

Then one day, John saw a job advert for a press officer at Blah Blah plc. It offered a better salary and benefits, more secure employment and a far less claustrophobic/nepotistic culture. So he applied, got the job and made the switch from journalist to spokesperson.

John soon found out that, while all his old journalistic skills are still very valuable in his new role, success is measured very differently. The output or end product of John’s labours shifted from being a presentation for a mass audience to his ability to influence a much smaller set of identifiable individuals. So the presentation subtly shifts from being an end in itself to a means to an end. That end being influence.

So, what’s all this got to do with internal comms? I believe the journey that John has undertaken above, is exactly the same journey that we as internal communicators must now make to remain effective in a social organisation – by which I mean an organisation with internal systems which support commenting and conversation and which are used widely by employees.

In organisations which are strongly hierarchical and where on-line, social engagement functionality is not available, employee communications is highly managed, structured and controlled. What employee comms people produce in these types of organisations is well crafted presentational material – be it a news item or a communication from the CEO or senior manager. This is akin to journalism inside.

As an organisation introduces functionality which supports connection and conversation, employee comms people need to compete with other information providers to attract attention to their content through the noise. This will never be achieved by continuing to produce corporate presentational material – however well crafted. The conversation around a piece of content, which creates context and brings it to life becomes, arguably, more important than the original content itself. Influence comes from being part of that conversation and change happens as a result of it. So the presentation subtly shifts from being an end in itself, to a means to an end. The end being influence

Being part of the conversation, explaining – sometimes defending – the company’s position to employees and trying to influence behaviours is much more akin to being a spokesperson for your organisation, inside your organisation. This means no more hiding behind a wall of content and being invisible to employees. It means stepping in to the limelight, being the most connected person in your organisation and discussing openly and honestly the messages you have been tasked with delivering and describing and exhibiting the behaviours you are trying to promote. It also means being accountable in a much more transparent way than we have ever had to be before.

Pretty scary? Certainly. Very exciting? Definitely!

The great news is that, as employee comms people, we already have a fantastic set of skills to help us flourish in this new environment. All we need to do shift our thinking. There really has never been a more exciting time to be in employee comms … and a social organisation is the perfect environment for us to flourish and grow.

Druids, pagans, chocolate and the Great Gathering (@IntraTeam) #IEC14

Augustus Gloop

Gorging on IntraTeam riches

The A303 is a road which runs from the affluent, urban, south of England to the beautiful, rural, south west of England – the latter, a region which conjures up for many English people long, hot, summer holidays by the sea. I’m sure many countries have an equivalent road. But surely, only in England, would someone actually write a book about such a road … and only English people would surely buy it in their thousands! I surprised myself by being one of them … reading it and really enjoying it.

Anyway, about halfway along the A303 – highway to the sun (<- the author’s description, not mine!) – lies a pile of prehistoric stones called Stonehenge, described as one of the ‘wonders of the world’. Frankly, it’s a pretty disappointing wonder of the world compared to some of the others littering the globe but, nonetheless, it has for hundreds of years been the meeting place at the Summer Solstice for various groups who purport to worship the sun or feel the urge to commune with their ancestors. The most famous of these groups is The Stonehenge Druids.

Every year on 21 June at sunrise, the Druids, accompanied by various pagans and occultists are drawn to Stonehenge to do their thing – they just can’t help themselves. Similarly, in the midst of winter in the dark and distant land of Denmark (<- unless you live there or near it … in which case it’s near and dark), an equally strange group of misfits gathers each year to commune with one another at the ancient ceremony (<- by conference standards at least) of IntraTeam. They just can’t help themselves!

As well as being part of the odd group of people who read books about roads, this year, I’m also one of the strange misfits gravitating to IntraTeam in Copenhagen in February. I haven’t spoken at any conferences for some time because, to be frank, in most cases there isn’t much in it for me. IntraTeam is different though. Without wishing to compromise my normally cool and calm image … I’m like Augustus Gloop in the Chocolate Factory! The riches on display are breath-taking.

I fully intend to gorge myself until I’m fit to burst … and really hope you can make it too!

In case you’re interested, I’m presenting on how to be an effective internal communicator and remain relevant in a social organisation. Between now and the conference, I hope to publish some posts giving a flavour of what I’ll present … well hope springs eternal!

The moral of my medieval fable ( #intranet #digitalworkplace )

Following my last post, several people asked me to explain further what I meant by my Medieval Fable … some even seemed a little upset (<- sorry about that) … so, here goes!

Evolution of the intranet

Simple diagram on the left

In May 2011, I published the simple diagram on the left asking the question about the relationship between the intranet as we then knew it and this new-fangled Digital Workplace thingy which people were beginning to talk about (if you have time to read through the comments on the original post, they make quite interesting reading).

You see the ‘graph’ on the right of the simple diagram on the left … er … well, that’s the moral of my fable.

WHAT, you need MORE explanation??? Seriously, what’s not to get???

OK … I’m going to go out-on-a-limb here and make some assumptions (<– I realise that this is tantamount to sticking a ‘Kick Me’ sign on my own back, but here goes …!)

Assumption 1: Any company worth its salt has an intranet of some description.

Assumption 2: An intranet is an environment/platform/whatever where content is published (<- I know the word published is a bit 1990s, but it still pretty-much covers what has to happen to stuff for it to become visible to other people on an intranet).

Assumption 3: Most – maybe all (?) – intranets have an Intranet Manager of some description.

Assumption 4: Intranet Managers are appointed because they know something about intranets (even those who don’t could pick up the basics from half-a-day’s reading of a handful of great intranet blogs). Intranet Managers know stuff like: good governance is essential; intranet strategy needs to support the business objectives; put users at the centre; business- not technology-led; blah blah; etc. etc.

Assumption 5: Given all the above, being an Intranet Manager is not rocket science (<- that doesn’t make it easy by the way!).

Assumption 7: Intranet Managers can’t count (<- just checking you’re still paying attention).

Assumption 6: As a company’s intranet matures, the list of stuff in Assumption 4 becomes business-as-usual and things start to run themselves to some extent.

Assumption 7: lots/many companies have probably got to Assumption 6 in their maturity cycle (<- OUCH … who kicked me!?).

Assumption 8: So, the more effective we are as Intranet Managers, the more invisible we are to users and, ironically, to senior management who only really take an interest when something goes wrong and they are looking for someone to blame (<- that probably came across a little more cynically than I intended but you know what I mean!).

… and then, along comes the Digital Workplace Monster. As my simple diagram on the left shows, the Digital Workplace Monster gobbles up the intranet. By gobbles up, I mean the intranet as we now know it, suddenly becomes a (small?) component of a bigger ecosystem known as the Digital Workplace.

To put it another way, the intranet becomes the utility cupboard under the sink in the Digital Workplace kitchen … the place where stuff (content) gets put so you can grab it when you need it. The stuff in the cupboard under the sink is important if you need to unblock the plug-hole, descale the kettle or clean the sink etc. … but, frankly, it’s not very exciting. It’s reliable … always there … and useful when you need it.

So, here’s the thing … six months ago you were the Intranet Manager – the go-to-guy (or guyette) guiding your organisation digitally into the twenty-second century. Today … you manage the cupboard under the kitchen sink.

It’s worth thinking about … that’s all I’m saying!