social networking

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!

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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 fĂȘtes, 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.

In conversation: social media and the BT Intranet

The second in the series of in conversations with Red Sky Vision – this time a short sound bite or two about why we introduced social media onto the BT Intranet (this one is much shorter … only 1 min 20 sec 🙂 ).

In conversation with Richard Dennison – Social Media and the BT Intranet from Red Sky Vision on Vimeo.

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In conversation: the importance of social media in a business context

Following the great feedback received for Red Sky Vision’s fantastic Social Media @ Work video, I was looking through the interview footage of me which didn’t make it into the final film (there was quite a lot of it because when you get me started on social media it’s impossible to shut me up!) … and wondered if it might be possible to make these cuttings into a series of short videos – it seemed a shame to waste them and recycling is so important these days!

So, Red Sky worked their magic and the result is six short films entitled: In conversation with … in which I get to stand atop my soapbox and spew forth on various topics. The films vary in length and, because they are swept up from the cutting room floor, they are a bit bitty at times. Nonetheless, I hope you find time to watch and enjoy them … 🙂

The first video is some of my random views on the importance of social media in a business context.

In conversation with Richard Dennison – Why is social media important in a business context from Red Sky Vision on Vimeo.

[If for any reason you can’t see the embedded video above, you can view it on the Vimeo site]

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Five random learnings from enterprise social media deployment

While preparing for last week’s Simply Summit, a number of random points floated into my mind about things to consider when deploying social media tools onto a corporate intranet. I kicked off with these points which I’ve re-produced below:

1. The old rules still apply

Over many years, intranet managers have learned hard lessons around the best ways to manage intranets and intranet content. Some social-media-types will tell you that social media changes everything … it doesn’t … and the lessons we’ve learned over the years are still relevant. However, while the old rules may be the same, the issues will almost certainly be different. The best example of this is governance … social content still needs to be governed but you’ll need to think about different and more appropriate ways of doing this with user-generated content.

2. It’s a journey, not a magic bullet

As obvious as it sounds, change takes time to happen … if someone is selling you an all-singing-all-dancing social media platform which will “transform you organisation overnight …”, I recommend you ask them to leave. Years ago, when I first started working on intranets, I had a slide with this simple equation on it … the technology in question back then was a basic intranet – but the sentiment is as relevant today as it was back then (see bullet point 1 above!)

New technology plus current organisation equals expensive current organisation

The other thing to note about this is that you need to stick with it and not get downhearted when it feels like you’re getting no where.

3. A bottom-up culture needs top-down support

While social media evangelists like me like to think of ourselves as subversive freedom fighters taking on the might of the corporate machine, you’re going to find it pretty tough to get anywhere without support from your leadership team – even if that support is tacit rather than openly exhibited. The technology can’t do it alone … (see bullet point 2 above!)

4. Content types should complement each other rather than compete against one another

I covered this in my last post, so won’t bore you by repeating it here again.

5. Sometimes the only form of transportation is a leap of faith!

Don’t get sucked into endless debates about ROI etc. … sometimes you have to do stuff because you know it’s the right thing to do. Social media is right for organisations … it’s right for employees … and it’s right for customers.

… here endeth the lesson 🙂

[P.S. … don’t you just hate it when people use the word learnings … euchh!]

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