Web 2.0

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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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!

In conversation: the impact of social media on internal comms #internalcomms

The third in the series of in conversation with Red Sky Vision talking about the impact of social media on internal communications. The conversation weaves around the changing role of internal comms and how and why internal comms people can thrive in the social space.

In conversation with Richard Dennison – Social Media and Internal Communications from Red Sky Vision on Vimeo.

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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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Social media at work video

Last Friday, Red Sky Vision launched a video about social media at work. Amazingly, I was asked to be part of it! It’s very well produced and the key strength of it for me is that it’s not about hyping up social media and creating a frenzy. Rather, it’s a well-balanced and calm assessment of the issues and benefits of social media in work – with a particular focus on internal communications. It’s about 15 mins long – so grab a coffee and a chocolate biscuit and take 15!

As well as me, you’ll hear from the following:

Enjoy! I’d be interested to know what you think of it …

[If you can’t see the embedded video – you can watch it on the Red Sky Vision site]

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