Nonetheless, whilst emergent technologies – particularly those which have been designed to enhance or even replace existing human functions – provide enticing and intuitive appeal, we must not forget, we are first and foremost an organisation built on people. Consequently, in a landscape dominated by technology, it is of paramount importance we ensure, human-centric processes remain at the beating heart of our business.
In this month’s Hot Topic, we deep dive into the world of ‘Gamification’ and promote a vision for a future working world, whereby digitally gamified processes and human psychology operate in unison, as an avenue in which to help our people and organisations unleash their near limitless potential.
The Goldilocks Gamification Conundrum
From the promotion of flow (i.e. the optimal performance state) to the enhancement of employee wellbeing and performance, the proposed benefits associated with organisational gamification – the application of game design elements to help resolve real-world working problems – presents undoubtable promise. However, should we wish to reap the rewards of a gamified working environment, it is important we first exercise caution, and take a moment to appreciate the delicate balance that is required to get our gamification processes ‘just right’.
Conundrum 1: Competition - Gamification strategies rely heavily on the employment of video game-based elements such as virtual badges, unlockable achievements, and team leaderboards. Whilst the former of these processes may be well-received by our working teams, the latter may serve as a catalyst for unhealthy competition and undermine a culture of positive collaboration. As such, a greater emphasis on self-referenced performance metrics may be preferable.
Conundrum 2: Motivation - Whilst gamification strategies can help enhance productivity through the promise of rewards associated with performance-related milestones, we must be mindful that failure to attain specific performance-standards may quickly leave our workforce disillusioned and demotivated. We must therefore work to balance incentives with strategies which promote feelings of enjoyment and immersion. Not only will this help in promoting sustained levels of motivation, it will also aid in the acquisition of flow states.
Conundrum 3: Alignment - For gamification strategies to be successful, there must be alignment between the ‘gaming’ and ‘real-world’ elements of the task. To ensure our organisations are ‘making work fun’ as opposed to ‘making fun of work’, processes must be put in place with the primary goal of enhancing our workplace culture. Part of this process may involve finding balance between our employees’ self-interested behaviours and values, and performance-focused behaviours and key organisational objectives.
Creating a Gamified Working World
Whilst gamification in the workplace can extend beyond the deployment of digital processes, advances in technology make its application within remote working environments an increasingly appealing prospect. Regardless of the medium however, our gamified environment must strive to capture the interest and imagination of the key players (i.e. our employees) by providing continued opportunities for:
Epic Meaning – The player must feel the activities they are engaging in allow them to contribute to a purpose larger than themselves. Some companies chose to employ specific quest-based storylines to create a meaningful narrative and create a sense of meaning.
Accomplishment – Rewards must be related to challenges. The player must feel they have to overcome an obstacle, master a skill, or solve a problem to derive a sense of accomplishment. Should you choose to create an online or virtual space for employees to monitor their progress, these accomplishments may take the form of virtual currencies or medals.
Creativity – The player must feel empowered to engage in creative processes in order to find solutions. More importantly, they will require frequent real-time feedback, to help them adjust their efforts accordingly.
Avoidance – Create a sense of peril or jeopardy by making it possible for players to lose digital rewards or online progress points. This will help encourage continued engagement and enhance emotional investment.
Ownership – Provide opportunity for the player to feel in control. Enable them to design their page, create their own avatar, or simply allow them to feel they have some form of choice in how they choose to engage with the gamification processes.
Social Influence – Mentorship, companionship, and competition. These are all key social drivers that help in the development of an enticing gamified environment.
Patience – We enjoy playing games because they give us something to work towards. The same is true for gamified processes in business. Delay instant gratification and encourage the player to work for their reward. This will help maintain motivation and encourage positive self-development.
Unpredictability – Unpredictability creates curiosity, and curiosity drives engagement. Make sure your gamified processes don’t fall into a predictable pattern. Make spontaneous challenges and unexpected rewards part of the process.
Action Point
How could you best develop a gamified processes for your organisation based on these core elements?