charles coonradt - the game of work: changing the enterprise with lessons from sport
DESCRIPTION
Charles (Chuck) Coonradt has been writing and speaking about gamification since the 1984 publication of his seminal book, The Game of Work. Since then, Chuck has been helping organizations of all sizes capitalize on the power of games to transform and engage. Join him for this exciting talk that traces the progress and potential of gamification in the enterprise.TRANSCRIPT
CHANGING THE ENTERPRISE WITH LESSONS FROM SPORT
Presented By
Chuck Coonradt
GSummit SFO 2013 April 18, 2013
WHERE DID GAMIFICATION BEGIN
• Mark Twain might have said Tom Sawyer’s fence
• Dr. Naismith maybe Basketball• The Greeks no doubt – Olympics• Aztecs would claim a court game with a
vertical target – and your life on the line• Nolan Bushnell – first PONG 1972
“It’s what we learn, after we think we
know it all, that really counts.”
- John Wooden -UCLA Coach
WHAT I HAVE LEARNED
People will pay for the privilege of working
harder than they will work when they are paid.
BEGINNING OF GAMIFICATION
At recess we learned- Feedback – more frequent- Scorekeeping – better- Goals – more clearly defined - Coaching – more consistent- Personal Choice – exists
FEEDBACK
Denial or the withholding of feedback is the most severe
form of psychological punishment we can inflict on
one another.
FEEDBACK
If you don’t think feedback is important- Try counting the mirrors in your house- Try taking coins, ribbons and awards out
of your video game- Try telling that special person in your life
the outfit he/she has picked out for the company party is just “okay”
WHY PLAYERS WON’T
• Didn’t care for the response last time• No news is good news• Don’t believe they will get answer• Sign of insecurity• Don’t want to be a WIMP
WHY COACHES DON’T
• Don’t know how• Not enough time• Doing more important “stuff”• If it ain’t broke don’t fix it• Don’t like the confrontation• If you can’t say something nice about
someone...
FEEDBACK – PRINCIPLE ONE
Reinforce behaviors you want repeated- Make a big deal of the good stuff you
want more of- Over-celebrate - Under-criticize
FEEDBACK – PRINCIPLE TWO
The appropriate amount of feedback can only be determined by the recipient- Never by the giver!
FEEDBACK – PRINCIPLE THREE
The ability to deliver appropriate feedback is…- The MOST important human relations
skill you can develop
FEEDBACK – PRINCIPLE FOUR
Giving inappropriate feedback is…- The world’s greatest morale killer- Have you been to a morale killing?
• Was inappropriate feedback the weapon of choice?
FEEDBACK – PRINCIPLE FIVE
The person giving the feedback is…- Always in control- Regardless of position or title- Make Sure It Is You…For Your Team
FEEDBACK – PRINCIPLE SIX
People would rather receive negative feedback,
than no feedback at all.
CONSISTENT COACHING
The way people feel about their organization is primarily dictated by the way they feel about
their coach.
PERSONAL CHOICE
Have To
VictimWork
PERSONAL CHOICE
Want To
+
ControlFun
PERSONAL CHOICE
Want To
+
ControlFun
Have To
VictimWork
PERSONAL CHOICE
Why?
What?
How?
PERSONAL CHOICE
To important people we insist on explaining why
To unimportant people we simply tell how
They can tell how we feel about them by the way we talk
to them
CHANGING THE ENTERPRISE WITH LESSONS FROM SPORT
Presented By
Chuck Coonradt
GSummit SFO 2013 April 18, 2013