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GAMIFICATION, INC.
Ysmar Vianna
Maurcio Vianna
Bruno Medina
Samara Tanaka
Gamification, Inc.
Recreating companies through games
Gamification, Inc.
Recreating companies through games
Ysmar Vianna
Maurcio Vianna
Bruno Medina
Samara Tanaka
Printing
Print Management USA
Dados Internacionais de Catalogao na Publicao (cip)
Gamification, Inc.: Recreating companies through games /
Bruno Medina [et al.]. 1. ed. Rio de Janeiro:
mjv Press, 2013, 164 pp., 16 x 23 cm, isbn 978-85-65424-08-0
1. Jogos para computador Aspectos sociais. I. Medina, Bruno.
cdd 306.4
mjv Press
Av Marechal Cmara 160, grupo 206, Centro
20020-080 Rio de Janeiro rj
Phone: +55 21 2532 6423
mjvpress@mjv.com.br
Introduction 9
1.
2.
3.
4.
5.
6.
Credentials 113
Introduction
Bruno Medina
Samara Tanaka
11
1
First things first, what's Gamification?
[2] Crowdsourcing:
Model of collaborative
production that put
many people together,
personally or virtually, to
mitigate impasses, create content or develop
solutions.
[3] mcgonigal, 2012
[4] Lecture conducted in
Cologne Game
Lab, 2011.Source:
youtube.com/
watch?v=5LoMmcJA2JY
[5] huizinga, 2001
[6] mastrocola, 2012
Self-realization
Esteem
Love/belonging
morality,
creativity,
spontaneity,
ability to solve
problems, absence
of prejudice, facts
acceptance
self-esteem, self-confidence, sense
of achievement, respect to others, be
respected by others
friendship, family, sexual intimacy
security towards the body, job, subsistence, morality,
Security
Physiological
16
71%
of Americans do not
feel motivated by
their work
=
us$ 350 bi injury [8]
1
BILLION
active players
nowadays
100
MILLION
hours:
time to build
Wikipedia
knowledge
=
3 weeks
playing Angry Birds
=
7 days playing
Call of Duty
92%
0-2 children already
playing
websites and online documents. Beginners start the course translating simple sentences and, according to their progress, they receive
more complex texts, and so on. The platform users are then asked
to rank their colleagues translations, giving valuable feedback on
understanding and learning from the work theyve done.
While evolving their knowledge, the students receive points
by the completion of specific tasks, and some of them include
time constraints or are mandatory to get to a new phase. Wrong
answers results in losing points and livesas well as delaying the
games progress. Since the system is adaptive, each student has
a learning experience thats absolutely customized to their needs,
once the challenges are set according to their performance. Its
interesting to observe how efficient the model is, considering that,
despite Duolingo users are technically working without compensation, they dont seem to mind.
Financing Sector
Rabobank [11]
According to prevailing logic, words like Bank and entertainment are not to be used in the same sentence, at least before
Rabobank German financing institution acting in 48 countries,
with assets up to 770 billion, adopted gamification as a tool to
boost their business. The first step on this journey was to use Serious Games to promote business on TV shows or to potential clients
(actions geared towards 8-16 y/o audiences), but the project that
really stood out from this strategy was chosen by the bank that was
related to mortgage requests. The way the process was structured,
a proponent needed to submit about 30 documents to the bank
[8] Source: gallup.com/
before getting access to the money. The intention of the projects
poll/150383/majority-developers was that the client could submit them online, without the
-american-workers-not-- need to deliver any paperwork to the agency.
-engaged-jobs.aspx
By introducing the practice of providing feedback for each upload,
[9] herger, 2013
the
released amounts were more precisely defined and brought
[10] Adapted from: enmuch
less risk to the institution. The loan requesters were clearer
terprise-gamification.
about
the process milestones, which reduced anxiety levels and
com
[11] For more inconsequently the need for more interaction with banks staff. While
formation access
customers witnessed this process as a type of competition for effienterprise-gamification.
ciency and quality of the data provided, its time length was reduced
com/index.php/de/
and became more assertive. The conclusion is that currently, 80%
finanzwesen/144of mortgage requests are made through online system, significantly
-rabobank-how-areducing the banks process cost.
-dutch-bank-wins-with-gamification
19
Health / well-being
SuperBetter [12]
Developed by Jane McGonigals personal experience (years ago, the
game designer had an accident that caused a serious concussion,
which abruptly interrupted her career and endangered her life),
this is a tool created to help severe patients to progress, improving
their clinical conditions. Doctors, Psychologists, Scientists and
researchers were involved for almost two years on the games design,
with the main objective to strengthen the physical and emotional
condition of patients, by means of resilience. Keeping fit, changing
ones diet and including exercise are already hard tasks for people
in good health conditions. Imagine for those whom are somehow
debilitated?
Therefore, when starting the game, users need to establish a goal
and determine how to achieve it. By completing tasks and inspiring
others with their progress, the player gains points in different areas
of their profiles, such as mental, emotional, social etc. Its possible
to submit themselves to specific guides that determine tasks like:
walking around the block and dancing to your favorite song or even
defeat "villains", for more than one hour, sitting on a chair or driving
short routes that could be completed on foot. In any case where the
player may need help, they can ask for support from their Facebook
friends, or even get connected to other players from SuperBetter.
Therefore, the battle against severe diseases should turn into an
exciting competition where quality of life is the most valuable Prize.
Retail/e-commerce
Woot.com [13]
O Woot.com is a retail website which shows a quite peculiar business model: Only one daily offer available in a limited amount. The
goods are updated at midnight sharp, meaning that: if customers
really want to buy the websites items, they need to submit to its
difficult rules. Because each product has limited availability and
its availability is unknown until the moment the offer is posted;
its evident that these factors enforce the potential purchasers
impulsiveness.
After all, they know that staying up late on a workday can result in
a big disappointment or the possibility of purchasing the item they
always longed for, at an unbeatable price.
After submitting to the process for a few nights, most visitors
change their real interest for the offered product to the sensation of
20
Technology/social
Game with a Purpose [14]
This website uses crowdsourcing and gamification to engage Internet
users to train computers to answer researches in a more accurate
manner. One of the available games is called Esp Game: two people
look at one picture on their screens and type as many words as possible to describe the image. Once the provided descriptions by both
players match, they earn points and go to the next level. The matched
definitions turn into tags that help players categorize pictures to
facilitate future research processes.
By observing these cases, and the way gamification can be applied as a structured process to achieve specific goals, we continue
on to the next chapter where we will dive further into the essential
aspects for using game mechanics properly. So, before getting
down to work, we feel it is necessary to go back to the beginning, to
understand exactly what makes a game, a good game.
21
22
2
A couple of things you should
know about games
analogical games
History shows that the first known game formats emerged around
the year 3500 BC, but are still present in the classic board games
(chess, backgammon, checkers, etc.) and other classics like Monopoly, The game of Life and Clue. Other examples to consider are:
23
pervasive games
As electronic games evolve, so does the discussion revolving around
the creation of artifacts that can enable more realistic and interactive interfaces, not only to meet the needs of demanding consumers
that are eager for new technology, but also to transcend the experience provided by the excessively virtualized relationship between
player and device. From this point of view, the pervasive concept
has guided launchings like Microsofts Kinect, and Oculus Rift from
Oculus vr, among other consoles designed to physically engage
24
[15] https://www.
gartner.com/newsroom/
id/2614915
[16] vsquez; andrea,
2009, p. 26.
[17] mcgonigal, 2012
Anything that can be considered a game has a set of indivisible elements that most of the time is not explicitly structured. Age, gender
and specific inclination are a few examples. However, when different
addressed rules are put aside, "all games share four defining traits:
goals, rules, a feedback system, and voluntary participation."[17]
The goal justifies activities performed by players and the element
by which game participants focus on achieving designated purposes.
The goal may be shown as victory upon a competitor, the
conclusion of all challenges from a videogame (also known as beat
the game) or promote a characters excellence in an online game
where there is no end. Goal and objective should not be confused
because the first transcends the idea of completing a task, unlike
the second. So, we can emphasize that the goal is not always
reached and may only serve as a purpose constantly pursued by the
player giving him a sense of direction during the game.
The second element to consider is the rules. When combined,
these rules compose a set of dispositions that condition the games
25
27
Women
dialog and verbal puzzles
learning by example
real world situations
nurturing
emotion
Toy attraction
4-6
7-9
10-13
13-18
18-24
25-35
35-50
50+
28
skill level
Creating a difficulty system to the presented challenges during the
course of a game may be a complex task, mainly when the intention
is to adjust it to the interest of the target audience. This happens
because there can be different complexity levels in the same game,
whether from distinct difficulty challenges or even from building
a demand system that makes a common challenge a somewhat
complicated one. To be motivating, a game should enable players
to feel constantly stimulated, but this feat is only possible when an
adequate evaluation of their skills is carried out when facing the
tasks they need to comply. From levels, tutorials, practical examples,
training modes, among other strategies, a game should enable both
beginners and experts to have levels of interaction that shows them
difficulties that are compatible with their ability to perform them.
Thus, knowing and tracking a scenario from the target audience,
whether through the features already mentioned, as well as others,
additional and more specific - is fundamental to create a well-tied
system relation between challenge and ability.
A system that combines such factors, in addition to expanding
the scope of target audience - since it attracts people with different
levels of accuracy to perform tasks enables a big step on establishing an effective engaging environment, directly motivating and
therefore, a successful game.
Mario Herger, in his book Gamification at Work Designing
29
Intermediary
Beginner
master, creation of
challenges and teachings
to other players
new participant
on the game
30
action
Achievers
Killers
people
environment
Socializers
Explores
environment
killers
This kind of player gets into competition motivated only to defeat the
competitors. No matter what the reward is, they just want to be the
best. During the game, they adopt an aggressive behavior, and their
interventions are noted as more incisive and focused in granting their
condition as leaders. They have extremely competitive profiles and,
despite having relationships with other players, their interaction always
occurs in an intensive manner, with the imposition that desire prevails
over cooperation. They instigate other players by bragging about their
triumphs, or even jeopardize them directly if they get in the way of their
goals in a game. Tests conducted by Gamer dna [27] shows that this
profile represents less than 1% of players.
achievers
These players appreciate the constant feeling of victory; even if the
objective to be achieved is not so significant. Their main motivation
is to carry out all the activities presented in the game, by a dedicated immersion in the games universe. They dont care about social
relationships, but establish themselves in a competitive friendly
manner, even if they are not ahead on the scoreboard. Standing out
from opponents through their own achievements better identifies
the Achievers. They represent up to 10% of total players.
explorers
The third group includes those players interested in discovering the
whole games possibilities and why. By being curious, they can get
engaged in studies or develop skills that help them solve specific
challenges. In their view, other players also add positively to the
experience, but are not considered essential. As a differentiation
factor, they value the communitys recognition level of knowledge
shown, with two parallel motivations: to escape from reality and
31
mainly, learning from the activity. For this profile, the most important
is the journey, not the conquest. Like Achievers, the Explorers also
represent about 10% of total players.
socializers
The fourth and final group of the most significant players profiles is
the socializers. As the names suggests, socializers are those whom
see games as an opportunity for social interaction. More important
than achieving the proposed goals or complete assigned tasks, is the
occasion of the game itself and its potential to stimulate social links
that interest them. Socializers tend to prefer cooperative games that
require united work and collaborative personalities. According to the
survey, they represent about 80% of all existing players. Does this
make Facebook success a little easier to understand?
Rewards (The pot of gold at the end of the rainbow)
We have mentioned many aspects that help to define players profiles
and determine their needs and motivation. The next key element to
build a good game mechanic is the right design of a reward system.
In general, rewards represent the main reason of players motivation
to persist in a game until its completion, or even to keep them playing,
when the proposal does not include the ending concept. To reach
this goal, when creating a game, its necessary to consider the needs
of developing frequent feedback models, because they are one of
the most efficient paths to assure the engaging continuity during
the activity. Therefore it is required to be clear about the necessary
balance between reward accuracy and the difficulty level of the
actions, with the risk of either making them too easy or impossible
to be accomplished. Among several actions that can be mentioned
as reward formats commonly found in games, five deserve special
attention: status, access, influence, freebies, and gifting.
Status is the most explicit type of reward attribution and can
be found in leaderboards, badge distribution or by measuring the
players themselves. The latter is probably the most significant for those involved in a game, considering it comes from public recognition
from other participants.
Access is a strong ally in effective reward systems construction.
After all, enabling access to strategic content, insiders information,
specific skills, among others, is a very promising way to keep players
connected to their purposes. The setback is often used as punishment for rule breaking.
32
33
34
35
3
Gamification, Inc.
Despite being one of the main bases upon which all different kinds of
corporations are structured nowadays, history shows that throughout
many centuries the strategy concept was strictly linked to the
military environment. It was necessary to deal with an extensive path
of successive economics crises and patrimony irreparable losses,
until basic objectives and goals, determined in long-term, started
to take place in the mind of ancestors managers who were directly
responsible for the paradigm change that made them, up to then, see
on their business flexibility the main component of success reached.
Only in the mid19th Century and the consequent conformation of the
first mass markets that required clear definitions about scale and
scope business planning started to be considered and planned.
The trend was consolidated a little later, during World War II, when
the dismantlement of the economy imposed the need for better
resources while it was dimensioning due to the general goods scarcity.
From the days leading up to the 20th Century, the belief in the traditional model prevailed, contrasting the balance between the companys
strength and weakness with the opportunities and external threats as
a secure measure to reach the best results continuously. Though this
definition is considered valid in the current context, where changes
seem to occur in a more and more dynamic and less predictable
manner, even the most Cartesian managers shall agree that the statement may sound naive with what really needs to be done to achieve a
prominent position in such a competitive scenario.
Its possible to state that most organizations leading the markets
today assign prosperity achieved to the existence of a formula that
combines processes, relationships and values, private and non-transferable. The success obtained by this method may become
the propeller on a positive cycle, suggesting the maintenance and
refinement of such practices as the most likely way of expanding the
achieved benefits.
36
strategic framework
procedures
relationships
values
vision concealers
routines
shackles
dogma
38
ROUTINE
DESIRE FOR
FOOD
REWARD
HINT
39
Productive Entertainment
What exactly does this discussion have to do with the core theme
of this book? Apparently everything; just think, there is such a large
amount of evidence pointing out the urgency to rethink current
production models in order to motivate and retain employees that are
overwhelmed by many distractions; enhancing collaboration, streamline dated processes that are inconsistent to the speed of events, or
even promoting the information exchange to be objective, transparent
and noiseless. As per the context presented, gamification comes
as a set of mechanisms and tools able not only to provide tangible
alternatives to deal with the issues, but somehow to suggest a new way
of viewing labor relationships.
A short time ago, if someone in a meeting suggested, to gamify
the corporations procedures, he would probably get dirty looks. This
is because the prevailing idea, at that time was that games were only
for fun, like any other function related to the entertainment concept.
Today however, there are many organizations that have considered
adopting games mechanics as feasible strategy to engage customers or
employees, mainly due to the perception that this set of methods have
been shown effective as a tool to impact markets, boost sales, bring more
assertiveness in recruiting and help products and service development.
Lets take the relationship sometimes troubled and volatile with the
client as an example. Along with this specific audience, gamification
has been considered an alternative to present new products to potential
consumers. Just like the free trial model, you can allow users to test products represented in game format, and thus sensitize them regarding
a future offer, reducing their time for market assimilation. Similarly, the
methodology translates into an efficient way to create connection to a
certain brand, or even raise their interest in a particular product.
The insurance sector is certainly a good example. [30] By using games,
organizations can educate their customers about the risks, how to better
manage their personal finances and invest wisely, or even educate them
about the importance of having a private retirement plan, with the possibility of converting it into discounts on purchasing products and services.
The same logic could be applied to the encouragement of better driving
practices, vehicles maintenance and even healthcare actions that could
link the clients well-being perception to the insurance company, besides
potentially reducing the accident rate recorded.
Other important aspects we should mention are the possibility
of using gamification with the purpose of retaining clients. Games
that are able to reflect concerns, questions or aspirations that can
be translated into a good way, not only to get feedback to help
40
[31] Source:
cognizant.com/
InsightsWhitepapers/
Reinventing-Customer-Employee-Engagement-Through-Gamification.pdf
[32] herger, 2013
In the game
At work
Tasks
Feedback
Continuous
Once a year
Objectives
Well defined
Vague or contradictory
Personal evolution
Obscure
Rules
Clear
Unclear
Information
Status
Visible
42
Promotion
Meritocracy
Subjective criteria
Contribution
Present
Present
Risk
High
Low
Autonomy
High
Narrative
Always present
Rarely present
Obstacles
Purposeful
Accidentals
43
41, decided to climb another step toward becoming a true Judas for
those who grew up watching Teenage Mutant Ninja Turtles, Saint
Seiya and Pokmon on TV.
In the magazine's website, besides a digital version of the
article, you can watch a video (in a jocose tone) that recorded the
journalists attempt to spend an entire day living as a typical representative of the Y Generation.
His first challenge was to sleep with his smartphone beside the
bed and check it as soon as he opens his eyes. And thats not all.
The "competition" also involved sending 30 SMS messages in 24
hours (at least one of them with sexual content), keep a conversation
going on all day long through a chat window, use two electronic
devices simultaneously, publish multiple photos of himself on
Instagram, answer the question "what are you thinking?" at least five
times on Facebook and, finally, prohibited from using any landline
whatsoever.
Provocations aside, among the aspects that particularly
distinguish the Y Generation from preceding ones; one of the most
significant concerns is the relationship they nurture with technology.
Remember that we are referring to those people who literally left
their cribs to integrate a world where cell phones, video games and
even internet were already widespread. Regarding specifically to
games, a study conducted in 2012 by Nottingham Trent University
showed that some Millennials manifest the desire of pushing the
fast forward button during boring classes and even showed a
tendency of trying to apply the tricks used in the FIFA Soccer video
game when playing in real fields. [33] This being said, there is not
much to say about the game role in their routine and as well as, in
their professional lives as employees, they are demanding. The lack
of personal recognition interferes with their production capacity and
their commitment to the work subject.
They show a particular appreciation for multitasking, flexible
work hours and textual communication, rather than oral. They are
optimistic about the future; they demonstrate high environmental
consciousness and are proud of engaging in social causes; besides
just money, they look for professional growth linked with well-being.
Considering that the companies have more and more employees
with the mentioned characteristics, sooner or later they will be
asked to apply or at least consider gamification into their work
process conception, at the risk of irreversibly divesting themselves
from the way of thinking of those who, in practice, represent the
arms, legs, heart and mind of any corporation.
Next, we disclose some game aspects that increase benefits,
when applied to corporate context.
44
instant feedback
In games, all performed actions receive feedback. By catching an
apple, for instance, the player increases his or her health bar; when
collecting 100 coins or more the player receives an extra life, and
so on. Positive feedback reinforces good behavior, while negative
feedback allows more efficient behavioral adjustments.
In corporations, instant feedback can help reduce panic during the
dreaded annual reviews, accelerating the professional growth and
learning process.
badges
Just like in real life, where jobs, clothes and skills show who we are,
in the games universe, badges are the way to show what we like and
what were good at. By creating and distributing badges, businesses
can have access to free and very powerful resources that stimulate
techniques and specific skill development; enabling its employees
not only to stand out and be recognized by their talents, but also to
show other colleagues how capable they really are.
tangible goals
In a game, there is always a main objective ex. (how to save the
princess) and some secondary objectives ex. (how to pass to the
next stage or collect hidden items). In business, setting tangible
goals creates a sense of steady progress, reducing the perception
of difficult and long-term tasks. Instead of considering a six-month
project, with long-term benefits, why not break it into three smaller
goals that delivery every two months?
competitiveness and contribution
Humans are competitive by nature, there is competition in every
context including professional. Most companies are aware of this
fact; however they use practices that soon stop being stimulating.
In other cases, competition is occasional or informal, failing to fulfill
the function it was truly meant for. The introduction of game mechanics helps to make competition scalable and automated, which
produces, as a direct result, maintenance of good performance in a
linear way, as long as goals and objectives are constantly reviewed.
It is noteworthy that, in the same way that they encourage competition, games also reveal themselves as an effective stimulus to
collaborative work.
The best way to take advantage of this aspect is from proposing
collective challenges aiming, for example, to reduce procedural
bureaucracy or even redefining goals to be achieved by the
45
learning by doing
A fundamental difference between games and work is that games
teach us the stepping stones, not with a manual, but from practice.
Farmville is an example. It is considered a simple game, popular
among kids, but there are different obstacles such as cropping, pets,
money, and gifts you can offer to friends.
Perhaps if, in this context, things were thrown from a shovel
without any explanation, many players could get bored because of
the initial difficulty in understanding how it works and the purpose of
each element. The games success is linked to the fact that its creators are concerned about teaching, step by step, to their potential
players on how to become an expert in this universe, enabling them
to get the best of it.
Lets be honest, who nowadays is patient enough to read an entire
manual? People can spend hours playing, but they hardly spend a
single hour training for it. Therefore, its fundamentally accurate that
companies teach their employees what they need to know, but in a
less imposing and more theoretical way yet more participative. [34]
[34] Source:
gamification.
co/wp-content/uploads/
getting-started/
White%20Paper_
Enterprise%20
Gamification_The_
Gen_Y_Factor_2012.pdf
46
47
4
Gamification & companies:
made for each other
[35] German
company, leading the
Business Management
Software Industry.
Construction Operation
challenge: facing tasks of assuming a contractor employees
position in this exciting one day journey in the company. When a real
problem appears, do you know how to solve it?
51
52
Expectra
challenge: when the cards are on the table, your opinion is
the starting point in a discussion upon the challenges of SAPs
implementation.
objective: Expectra was designed to directly and cooperatively
stimulate a discussion about many questions that made SAPs implementation a new challenge to the ones involved in the process.
how to play:
Numbers of players from 2 to 4.
Participants first define who will be the games speaker. The
elected is responsible for reading the problematic situations to the
group as shown on the 20 numbered cards.
From the reading of each problematic situation, the participant
places a card on the table corresponding to their opinion on the
subject. The cards that each player has in hand shows numbers
from 1 to 100. For example: Regarding SAP, I dont think it will have
adjusting problems (adaptation). How much do you agree with this
opinion, taken from an interview? In this case, if the player agrees
with the statement, he should put a card on the table with a value
near 100. In case he disagrees, he should put a card on the table
with a value near 1.
When all players have put their cards on the table, the group
should discuss the final figures, to understand the reason why
each participant chose a particular card.
After the discussion, the group is once again invited to show their
cards to rate their opinion about the proposed themes, and in
this second turn, having the opportunity to change or confirm
the prior choice.
53
At the end of the second opinion round about the same theme,
the speaker sums the card figures shown, and the total should
be inserted to the score chart in the corresponding place of the
problematic situation cards number.
The same procedure is conducted to all problematic situation
cards, so that, at the end of the game, there will be a total score
figure from that group, as a result of the sum of individual numbers
obtained by each problematic situation card proposed.
The winning group is the one with the sum of points that is closer
to the total determined by the Change Management committee.
The contest result is announced to the participants by email, as
soon as all scores are counted.
why does it work?
The idea of proposing a deck of cards as a platform to encourage
debate on SAPs implementation was justified by the fact that this
type of game is commonly associated with relaxation and informal
chat, the opposite of what could have occurred: a heated and
unproductive discussion. The designed game is based - with some
changes - in the rules of Planning Poker, one of the Scrum project
management methodology tools. One of them corresponded to
problem situation cards, developed to portray the existing contrast
opinions within the company upon the benefits and losses caused
by system change. More than meeting expectations and stimulating
discussions for the topic, this game allowed participants to learn
about SAP through each other, enabling knowledge multiplication in
an agile and fun way.
54
SAP Marathon
challenge: join your colleagues and participate in this entertaining contest, which aims to complete tasks, score points and share
knowledge about SAP!
objective: to engage employees into SAPs implementation
process and create change through promotion agents.
how to play: SAP Marathon has been structured to unfold over a
week of activities, regardless the branchs location or division.
With the objective of combining educational and recreational
aspects of playful factors, SAP Marathon has been characterized as
a contest where participants companys employees - are engaged
to perform a series of missions. These missions should be carried
out by groups with up to three members, promoting integration and
debate and encouraging team spirit. Teams should register in advance, within a previously determined deadline. Once the teams are
set, the SAP marathon starts and will be implemented in the course
of five days, mainly from Monday through Friday. Activities have
been conceived upon two of the projects macro-themes: Learning
about SAP and Promoting SAP in the Company.
Theme 1: Learning about SAP
Within this theme, activities have been proposed to lead employees
to get informed about what SAP is and to share their findings with
the community they belong to, bringing out a more educational and
cooperative aspect. Each day of the week corresponds to an activity,
only revealed on the day it occurs. Every activity being performed
has a specific score, and the sum of points determines a final rating
as well as the winners.
55
Sapiente
challenge: become an expert while unrevealing SAPs secrets and
peculiarities; a game in which strategy definition is fundamental.
objective: the Sapient has the main purpose of introducing SAPs
environment to employees and enable them to get familiar to the
new platform.
56
how to play: the games rules are closely related to the content
defined during the project planning phase. It is a game about
strategy and reasoning based on SAPs operational manual.
why does it work?
This game fulfills the important role of allowing SAPs users to obtain
a prior understanding - at the same time as rational and intuitive of
the functions that they would need to deal with on a daily exercise
of their activities. Instead of accessing key information from the
conventional method, which consists of reading robust handouts
(sometimes extremely didactic, but not very functional), the Sapient
participants have the opportunity to obtain a similar result, but in
a much more interesting and fun way. In practice, this game represented the Gamification of the SAPs User Manual, a new approach
to transform bored readers into engaged players. The Sapients
concept is based on establishing a relationship between the content
and its receptor, causing the receiver, for example, to understand the
reason of a particular system aspect, rather than just memorizing it.
roadshow
When thinking about Games of Change as a widely publicized
event, the possibility of creating a real bond in favor of changes was
designed, and also to establish the event as a transition ritual for a
new order within the company.
The goal of Games of Change launching events became the
presentation and disclosure of SAP itself, introducing Change
Management to employees who were not directly involved in the
project. MJVs team proposal to this Construction Company was
to make Games of Change into an itinerant event, able to move, according to needs, among all active areas of the company regardless
of its geographic position. This format reinforced the popular and
flexible feature of the project, making it a viable alternative to obtain
more significant results than those achieved with traditional models
of Change Management.
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Motivation/Engagement
Case: Call Center Gamification
As noted earlier in this book, the contemporary society, in the context
of globalization, has become more and more complex in many different
aspects among which corporate procedures and work relationships are
included. Mainly in companies with larger structures, evidence shows
that the velocity of change in interactions and communication modes,
between employees and the institution, have not urgently followed the
practices and specific wishes from each professional sector which,
added to private aspects from the companys routine and culture, can
end up causing frustration for both parties.
With this perspective, MJV Technology & Innovation had the opportunity to perform an extremely pioneering project aimed at improving work
conditions in the Call Center of a major Brazilian insurance company
to reduce the high rates of the sectors turnover as well as increasing
assertiveness and quality of service provided by agents. It should be
noted that the context in which they inserted the mentioned project is
quite compatible with the aforementioned gap that occurs between
large companies and their employees, since, by being directly involved
in communicating with customers, the area in question corresponds to
the most visible part of these corporations. In practice, this means that
the world's largest companies trust their public reputation to a group of
extremely young professionals who are often unmotivated, underpaid
and working under constant pressure.
Therefore, to understand the diversity of challenges in the project, the
need to develop a set of practices aimed at building a more stimulating
environment for agents, where they could feel more valued by the
important work that they do and more predisposed to constantly improve as professionals, was observed. To reach this result, given the affinity
of objectives and potential identification with the target audience, MJVs
team decided to address the proposed challenge using Gamification
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possible for example, a preview of where they should act with priority.
While proposing a redistribution of the logistics, the intention was
to minimize the time spent waiting for help during the service, allowing
more experienced agents to score when responding to doubts from their
colleagues. Finally, regarding instant challenges, attempts were made
to measure the impact of instant campaigns in short term at the
insurers Costumer Relationship Center, through the distribution of small
prizes in case of success.
productivity and self-esteem
Given the context observed by MJVs team over the six weeks of
immersion held in the Costumer Relationship Center, the projects
initial hypothesis - to introduce game mechanics in the service
operation was irrefutably confirmed. When approaching the daily
lives of the agents, it was not difficult to draw parallels between
the process that they were already inserted in and the universe of
games, especially when recognizing the benefits that can be achieved by legitimizing and expanding the potential of practices that,
somehow, have always been in progress. Keep in mind the work
methods in use already involved time constraints, predetermined
goals and evaluations based on points scored, which are just three
aspects that closely approach it to the rules in which players submit
to in any game.
[36] Shadowing:
Learning by observation.
Immersion method used
in Design Thinking, which consists of observing
real life situations carefully for a set amount of
time to understand how
people behave within
a given context. This
method can help you
figure out the reality of
what people actually
do, as opposed to what
they say they do.
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Planning/Comunication Strategic
Case: Gamified Strategic Planning
Whenever the topic of strategic planning is contemplated, the same
concern appears: how an alignment in macro level, which is the result
of the understandings of the brightest minds in a company, unfolds
into a series of practical measures likely to be carried out by employees who dont know much about the business besides what they can
see over their desks. The situation for multinationals is extremely
delicate due to the organizations that often have thousands of employees with particular cultural aspects, acting in almost antagonistic
markets; however, none of these companies are free from the need to
pursue strategic definitions to guide their actions globally.
Here lies the challenge faced by MJVs team in this project: to
gamify the strategic planning of a worldwide insurance organization.
With the intention of developing a game method that will meet
the goal of communicating and aligning specific missions among
departments that should develop better synergy, the initial scope
became the companys operation in Brazil. The proposition was
to create a collaborative game with the main purpose of achieving
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streamlining
From the tests conducted, the assumption was that through playful
activities, the team members would be more likely to become
involved in determining the real business needs, resulting in a richer
specification and reducing any risks to the project. In this context,
two "products" being developed were defined: the first was called
"streamlining", and consisted of a board game focused on prospection and oriented to provide transparency to the process, allowing
the client to feel comfortable while expressing their real worries and
concerns with the project. Defining the scope, monitoring groups
performance, sizing efforts and controlling chronogram were some
of the tasks that could be performed in a less complicated and more
fun way with the presented solution.
The second corresponded to a playful dashboard, focused on
easing projects monitoring, configured as an interface of easy to
understand yet still able to stimulate interaction among managers,
developers and customers, considering the following aspects:
Weekly display global monitoring graphics.
Include a team "stress meter".
Provide an evaluation opportunity that enables the client to interact
with the staff.
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Market Stories
objective: to define the projects budget.
proposed activity: show participants the stories list together
with their development cost then distribute coins of different
values for them to choose in which of them they want to "invest" the
budget. It is interesting to have "expensive" stories so that teams
members have the chance to discuss with each other and join
forces to invest.
Exploratory navigation
objective: to approve the interfaces navigation.
proposed activity: select a story and try to accomplish it by
browsing the interfaces, which must be sketched on sheets of paper
placed on a table. If you identify inadequate or faulty elements,
include on the sketch suggestions for changing. Repeat the activity
with all stories.
why does it work?
The design of a board that suggests an evolutionary journey that joins
activities to ease the completion of specific tasks related to software
development. That achieved an important demand, which seemed
neglected in agile projects: the tangibilization of a process. However,
the suggestion of a playful dashboard destined to generate better
visualization of the steps and allow more participation from the costumer, proved to be the best complement to the purpose of making a
more collaborative task with fewer errors due to lack of communication. From the two simple tools suggested, a bunch of paper stuck on
the wall and a handful of unproductive discussions, this can turn into a
more organized, creative, and why not, fun process.
Capacity/Awareness
Case: Brazil 2022
If there is any certainty in a group of two hundred CEOs with the most
influential Brazilian companies is that this is not an easy crowd to engage. Inserted in a decision making routine, almost always concomitant and of vital importance for the companies that command mainly,
lack of time, these professionals became used to understanding
their surrounding scenarios through executive reports or even the
endorsement of their faithful advisors. Taking this into consideration,
what are the real chances of grabbing the attention of these people for
an all-day event, turning them into avid players, willing to contribute to
building a collective vision for the future of the country? To meet this
expectation, MJV, with the assistance of a consulting [39] company
specialized in prospective scenarios, developed Brazil 2022, a pervasive game applied during Brazil Summit 2011: Order and Progress? An
event organized by the British magazine The Economist in 2011 in
So Paulo with the objective of promoting dialogue in the possible
paths of the country's economic future until the bicentennial of its
independence.
What would Brazil be like in 2022? What obstacles could prevent
its growth over the next decade and how to overcome them while
achieving the increasingly desired economic strength? Due to
these and other questions, a guided game was created to stimulate
participants to gather the ten cards that composed one of four
macroeconomic scenarios that they considered the most likely to
consolidate within the deadline.
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[39] Macroplan
Prospective Strategy
and Management
www.macroplan.com.br
how to play: The policy was, each card represented the players
company thats invested in the scenario; however, besides the four
cards received at the beginning of the event , it was possible to obtain
others through direct exchange with other players (according to
exchange rules stipulation) in the games booth. An additional way to
earn cards was linked to completing a chart in which players guesses
were gathered on specific aspects of the economy (external context,
external insertion, economic adjustments, economic growth, investments, leadership in investments, States presence, productive park
innovation, Environment and Deforestation, gdp per capita). For each
group of three opinions recorded in the chart, the player received
three cards with random values (ranging 3-42 points) corresponding
to their favorite scenario. In the second stage of the game (after the
events second coffee-break), players could also interact with NPCs
(non-player characters), or staff members who performed the function of introducing new cards with new scores, making investments
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5
Lets get down to work!
[40] A thorough
overview of the Design
Thinking techniques
presented in this book
can be found in the
book DesignThinking:
Business Innovation,
by Vianna et al., 2012.
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Try to record in detail everything you hear and see. Records can be
made through notes, drawing, photos and videos, and will assist you
during analysis.
questionnaires
Another common way to extract information is through questionnaires, which can be done via online tools, paper or through a
mediator asking questions. However, its necessary to be aware that
an online questionnaire usually brings more superficial information
than an interview in person, the first one being the most suitable for
quantitative research and the second for qualitative research.
5 whys
A good technique to acquire comprehension about the issues origin
is called 5 Whys. The approach consists of asking one question,
getting an answer and asking the second question using the given
answer. For example:
q: Why were the sales goals not achieved?
a: Because we couldnt motivate our sales team.
q: Why couldnt you motivate your sales team?
a: Because the supervisors didnt agree with the sales goals policy.
q: Why didnt the supervisors agree with sales goals policy?
And so on.
Usually, by asking why five times, you arrive at the crucial point:
the essence of the problem.
observation
Another recommended technique is observation, which may occur
in an intrusive or non-intrusive manner. Through this technique, its
possible do get more assertive information, e.g., the observation of
what people really do, instead of considering just what they say they do.
Its common for respondents to say things just to please the researcher, or say inaccurate things because they arent fully aware of their
own actions. This is why it is so relevant to use observation techniques.
There are different ways to observe:
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mind map
The Mind Map is a diagram conceived to organize thoughts in a visual
and textual manner, helping to view different themes, and enabling
connections between them. It is very helpful during all phases of the
design process, and can function as a guide for your project.
Start with a central theme and keep branching it through secondary
themes. From each branch, create sub-branches with related
questions or themes.
users journey
The Journey is a way of understanding the actions that the user needs to perform, and it can serve as a base of understanding how and
when gamification can be applied. Its a representation of all steps
that a user goes through before, during and after experimenting a
product or service, or while performing a task within a corporation.
Besides the actions detailing, its possible to overlook the touchpoints that make the product or service tangible, i.e., all tangible
evidence from an intangible task.
While on a one-day journey with a companys employee, there are
touchpoints that are not so evident, such as ID badges, computer
login screens, posters they see on elevators, e-mails received,
among many others.
Mapping these points helps to identify opportunities for inserting
gamification elements, communicating information or developing
motivators. When mapping, try to discover what is more important to
the user in each stage of the journey.
If your gamification initiatives are in resonance with the actual
needs of the player (user), the likelihood of adherence for the game
becomes much higher.
Contact Points
physical evidences of
the service or process
Users
actions
Users
needs
How do
users feel?
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empathy map
The empathy map is a synthesis of information about the user,
where it is possible to identify what he or she says, feels and thinks.
This map is a simpler manner of supporting the understanding of
context, behaviors, concerns, and the users aspirations. To make
the map effective, use sentences that represent what users listen to
or say, or verbal constructions that represent what they see.
What hears
What sees
User
What does and says
Difficulties
Achievements
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Photo
Name, age
Personas description
attitudes, habits, behavior
Main attributes
describe and record your accordance level
Occupation
A typical quote
from the persona
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Checkpoint
[ ] "players"
Who is the player?
What are their demographic and behavioral characteristics?
What activities the player performs?
What type of player they are?
Are there other people engaged in the game (ex: supervisors)?
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Ah
BoomWowWowWOWBOOMAhhh... [46]
Besides being a giant onomatopoeia, "Boom-Wow-Wow-WOW-BOOM-Ahhh ..." is a theory that, if properly assimilated, can forever
change the perception that you, the reader, have of your own life. It
must be clarified that this audacious assumption is not mystical
or religion based, since such a theory is only an ingenious attempt
to transmit to the world the backbone of one of the most popular
dramatic arches in the history of art and not coincidentally, serves
as an explanation of what is behind the events that will probably be
the most memorable of any persons existence.
So, in a script of a play, at lunch on Sunday afternoon, in a
professional trajectory, on a trip with the family, or even in a video
game, you can be sure, whatever the circumstance, if they have the
vocation to become minimally significant experiences in the ordinary course of our routine, the "Boom-Wow-Wow-WOW-BOOM-Ahhh
...", will show up, in a relatively obvious way. To simplify, in practice,
each expression represents a type of emotion, at a given intensity,
which, when chained together, supposedly would capture the peak
of interest and human involvement. Still very complicated? Maybe
it will be better illustrated by a very familiar example: the classic
James Bond movie.
1ST Boom: note that all James Bond movies always start with a
chasing scene, sometimes the continuation from a previous TV Show
episode. This sequence grabs the audiences attention, and at the
same time, confirms that its worth it to keep seated, because the
best is yet to come. It is the first spark of the script, or rather the first
"Boom" of the movie. After facing fierce danger, 007 goes back to his
sweet routine in London and visits the laboratory where all the awesome gadgets are being created [47] guns shoes, wristwatches with
devices to climb walls etc.) and he will use them against his enemies
in the next hour and a half.
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1st wow: the triviality of daily life in the British capital is suddenly
interrupted by a new mission that will put him back in action, this time
untying the knots of the screenplay that will lead this particular movie.
Before he knows it, Bond is involved in a frantic chase scene through
the streets of Paris, not so unpredictable, but something that can
make the viewer stop chewing his popcorn for a moment, look at the
person beside him and say: wow.
2ND Wow: The fact is that just one "Wow" doesnt make a summer
blockbuster; the sequence that makes it worth paying for the ticket
and that justifies another movie in the saga has just started. Now
the "Wow" needs to be a little louder, to be heard from the back row
of the theater. What if Bond were being chased by ten KGB agents
on top of the railroad cars of a train at dangerously high speeds on
the Siberian railroad?
3RD WOW: to avoid breaking the established electrifying rhythm and
potentially cause a collective "WOW" to the audience, the formula is
to engage 007 to an even more sinister threat, an even more exotic
and unfamiliar place, like a motorboat chase across flaming rice
plantations in Southeast Asia, while having his voodoo doll pierced
by the local sorcerer who was hired by the countrys dictator.
the next movie. So, if the above example was not didactic enough,
evidence of "Boom-Wow-Wow-WOW-BOOM-Ahhh ..." can even be
found in the way the experience is thought by the audience of Magic
Kingdom, Disney's premier theme park.
In this case, the problem that was identified was that each visitor
goes through their own journey and there is a likely chance that the
visitor leaves the forgotten attractions that never has a line, for the
entire day, which could contribute to a negative perception of the
whole experience.
What did Disney marketers do about it? Created the Electrical
Parade (super illuminated parade that occurs on the Main Street and
stops all the parks attractions) and fireworks, just to make sure that
everyone would go home after a legitimate "BOOM" followed by an
"Ahhh ...".
Need more examples? How about the core rituals of the Catholic
Church? Birth, baptism, first communion, confirmation, marriage,
extreme unction: "Boom-Wow-Wow-WOW-BOOM-Ahhh ...". And
how about the traditional relationship journey? Flirting, first kiss, dating, engagement, marriage, sex, although the order of these steps
may vary. Now I think that at the very least it must have been easier
to understand why you cannot eat dessert before the meal, watch
Return of the Jedi before The Empire Strikes Back, learn to skate
before riding a bike, listen to the Beatles before the Rolling Stones...
According to the participants profile and the context, try to define
what players interaction frequency are with the platform.
If the dynamic conducted inside a company is running smoothly,
the player can have more interactions a week, once a day, or even
many times a day. The frequency needs to be well-defined to keep
engagement without making the game boring, and without disturbing all other activities performed by the player.
Mechanics are designed to clarify to the player what objectives
should be pursued and what happens after performing each
action. Although there is no definite classification, there are several
mechanics that can be used for a game. Objects are all things that
can be seen or handled: characters, records, scores. Each object
has attributes (object characteristics or what an object can perform,
such as "maximum speed") and states (variable momentary characteristics, such as "current speed"). Actions correspond to what the
players do, and always involve consequences. Rules lead the game
from how it should be played to how the player should behave.
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magician, ruler)
Pretending to live in a magical place
Listening to a story
Predicting the future
Competition
Psychoanalyzing (understanding others motivation)
Mystery
Mastering a skill
Exacting justice and revenge
Nurturing
Triumph over conflict
Relaxing
Experiencing the Freakish or bizarre behavior
Being silly
Laughing
Being scared
Strengthening a familys relationship
Improving ones health
Imagining a connection with the past
Explore a world
Improving society
Checkpoint
[ ] game duration
What are the games duration rules?
How is the players experience curve?
[ ] interaction frequency
How often will the player interact with the platform?
[ ] game mechanic
What are the mechanics that lead the game?
Are the mechanics engaging for the players?
Do the mechanics help reach the games initial objectives?
[ ] scoring
Is the score balanced? Is it fair?
What do players feel when they lose?
[ ] rewards
Are there any rewards in the game?
Are there risks that the rewards are destroying intrinsic interests?
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storyboard
It is a sequential representation of a story or action, performed visually. Several techniques can be used, such as drawing, photography
or collages. Storyboards are useful to enable the viewing of the
game's narrative, or the experience the user will have when playing.
paper prototyping
Representations of graphic or product interfaces made on paper.
It may have different fidelity levels, since the sketch of a freehand wireframe [51] to the printed drawing of an interface with all its details,
colors and final proportions. These schemes are both to enable
designers to visualize and optimize their work in a tangible way
and to conduct interaction tests with users, simulating a functional
interface. It is a low cost prototype, and serves very well as a first
validation of the score mechanics.
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volumetric modeling
Volumetric representations of the interface or game, which vary in
levels of fidelity according to the stipulated purpose, can be built
with simple materials (paper, cardboard, modeling clay etc.), or
more elaborated - composed of various materials and painted to
simulate the color and finishing of the product that will be manufactured - are useful to test the mechanics without the high cost of
implementation.
To test the games dynamics, it is possible to simulate its functions
by using low fidelity prototypes. As an example, prototype software
developed by MJV was created to assist sales teams to adapt their
sales pitch according to the clients profile and track transactions. An
analogical game board was used to represent the systems dashboard. For every sale, new information was manually added to the
dashboard. To check the Quiz feature (questions that automatically
appear in the system with the objective of training), a member of the
innovation team simply printed the questions on a sheet of paper and
tested them with the sales team. Each correct answer granted an
element on the board. Thus, it was possible to test the concept, the
interactions, the feedback and the games scores.
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Prototyping Tips
Conduct tests quickly and early in the process
Initially, do not think about improving the prototype quality: any
tangibilization attempt will likely help you clarify issues and improve the concept
Do not stick to ideas: if during the prototyping phase better solutions appear, do not hesitate on embracing them.
Checkpoint
Prototyping serves to evaluate all defined points so far: concept,
engagement, mechanics, aesthetics, and story, as well as getting
participants feedback upon what needs to be improved.
[ ] evaluation
Evaluate the games mechanics: Did it work with the participants?
Evaluate the score: Is the score attribution model fair?
Evaluate the games concept: Did the mechanics make sense for
the players?
Did players have fun with the game?
Step 7: Implementation and monitoring
After the games implementation, its necessary to constantly
manage and evaluate the need for implementing changes. So, it is
important to have well-established metrics to validate the players
actions, motivation and engagement.
Step 8: Measuring and evaluation
Some suggestions on measurements related to metric evaluation,
have affinity with the purposes commonly associated to corporate
games: [52]
Regarding engagement
Average/Median number of actions
Number of users performing actions
Number of times users return
Progression of users throughout the experience
Level of satisfaction shown by players
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Tasks that do not make sense with players routine. This can
impair adherence for the game if the tasks represent an increased
amount or the duplication of work.
In addition to the Step-by-Step process, an interesting alternative
in developing corporate games, especially when you do not have
much time, is through workshops. From a collaborative and pretty
straightforward dynamic system, it becomes possible to organize
ideas and concepts that, in the following moment will serve as
resources for games development. The following is a suggested
format that has been used by MJVs Technology & Innovation team
to make the gamification process tangible with executives from
various segments.
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Activity 1: Warm up
1) Perfect World
(group activity expected length: 10 minutes)
objective: to facilitate abstract thinking for problems, relativizing
possibilities of resolution.
proposal: participants describe in a few words how it works
according to their company or their department.
2) One Word Story
(group activity expected length: 10 minutes)
objective: motivate players to practice solving issues in a collaborative way.
proposal: participants stand up in a circle and tell a collective story
where each persons part continues by what was told by the predecessor. Depending on the number of participants, and how funny the
story is, going around the circle numerous times can be considered.
Example:
participant 1: Yesterday I went to the beach and I saw something that
shocked me
participant 2: Indeed, I saw a talking fish
Initial suggested theme: When arriving at the company, I met the
director, who with a scared look told me: A misfortune has just
happened
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b) Once the super heroes characteristics are defined, each group receives one of the top rated problems in activity 1, devoting 10 minutes
to determine how the superhero could use his super powers to solve
the challenge.
Pause: 10 minutes
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Gamification Canvas
If you dont have much time
or you are alone, its ok,
there is still one last trick
hidden up our sleeve:
Strategic
partnerships
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Business objectives
Games environment
Players characteristics
Games objectives
What is the games mission
(what achievements should
be reached by the player)?
The games mission
should be clear, specific,
reachable and measurable
and in agreement with the
business objectives.
Expected benefits
What results are expected
to be reached at the games
implementation?
How would the games
results be measured?
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6
Looking forward! Whats to
come in the future?
possible to obtain a look into the near future, where work and entertainment become inextricably linked, binding personal satisfaction
to productivity increase, as suggested by some studies that already
refer to this new professional reality as Playbor (play+labor) or
Weisure (work+pleasure).
The simple consideration of these terms incites the imagination
of this environmental preponderance that suggests a more symbiotic relationship between individuals and corporations, consolidating
in a management and production model without paradigms that
were brought on by the 21st century.
According to this scenario, the absolute value of a company
would not be restricted only to the sum of the monetary patrimony
of its shareholders, but it would also be an important indicator that,
despite it almost never comes out in trading proceedings, it is essential for any organizations future: Social Capital corresponding
to its employees satisfaction.
Under this aspect, which narrows the gap between personal and
professional goals, gamification would be a natural complement
to the established order, forming teams of individual development
oriented towards collective goals and managers identified as
orchestra conductors rather than lion tamers.
When rules and goals are to be perfectly achieved, the result
most frequently observed is of players engaged in seeking out
innovative solutions for the challenges they face and feel more
confident while achieving them. It is likely that the vast majority of
todays corporations are not yet ready to get into this game, but at
this stage in the book, who would dare disagree that the first ones
who know how to do it would obtain the laurels of victory? Are these
daydreams or prediction of a new era? We soon shall know.
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credentials
bartle, Richard. "Hearts, Clubs,
Diamonds, Spades: Players Who
Suit MUDs". The Journal of Virtual
Environments 1 (1), 1996. Available in
brandeis.edu/pubs/jove/HTML/v1/
bartle.html
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Samara Tanaka
Integrated Design Masters from Kln International School of Design
(2011), graduated in design by ESDI / Uerj (2004), worked with design
graphic design, information publishing and interaction in Tecnopop,
OEstudio, Om.art / Osklen, Flashpoint (USA). She is currently
a consultant for strategic innovation to MJV where she applies
Gamification to stimulate behavior changing in several contexts,
including companies such as Petrobras BR, Porto Seguro and Icatu
Seguros. She is an independent researcher in social innovation, a
Design Research lecturer at PUC-RJ, and has spent many sleepless
nights due to her fascination with games.
about the illustrator
Joo Rocha
Integrated Product Design Masters from TU Delft (2010), graduated
in Design from the University of Aveiro (2008). He has worked at
Guerrilla advertising for brands such as Diesel, O'Neill, Philips and
Greenpeace. With a visual facilitation, he has worked with Roche
and Adobe, and in events such as Ignite technology conferences
and lectures. After a short stay in the startups world, he moved to
Brazil, where he is currently an innovation designer for MJV, developing projects to help companies plan strategies for innovation,
having also done visual facilitation for companies like Coca-Cola
and SAP.
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about mjv
With more than 17 years of experience in consulting, MJV has helped
some of the most renowned companies in the world with their technology and innovation challenges. Focusing on people and using Design
Thinking and Gamification Methods, we strive to discover smart and
actionable opportunities for businesses to grow, adapt and develop in
the face of change. With offices in Europe and America, the company
has a multidisciplinary team of over 300 employees graduated from
internationally renowned universities. Among the projects undertaken
in the Gamification area, we highlight the Change Management system
to implement SAP in a construction company and the gamification of
strategic planning for a multinational insurance company.
MJV also has a technological
area, focused on systems development, performance management BI /DW and customer relationship
management (CRM). In addition to the mentioned services, we can
also mention the startups incubator designed to identify and create
prototype models of promising business with our lean startup methods.
There is still our Mobile Integrator, connected to major Brazilian mobile
operators, bringing opportunities for companies that want to access
more than 250 million mobile phone users in the country.
These assets enable MJV to deliver end-to-end solutions to
business challenges.
London
9 Devonshire Square
ec2m4yf London, UK
Phone:+44 20 3586 1233
So Paulo
Rua Helena 280,
gr. 1103, Vila Olmpia
04552-050 So Paulo sp
Phone:+55 11 3045 0536
e-mail:mjv@mjv.com.br
Rio de Janeiro
Av Marechal Cmara 160,
gr. 206, Centro
20020-080 Rio de Janeiro rj
Phone:+55 21 2532 6423
e-mail:mjv@mjv.com.br
Mexico City
Phone: +52 1 844 1987038
San Francisco
Phone: +1 415 202 5230