gamification theory to realtity - kristoffer frang (public)

GAMIFICATION

TO REALITYFROM THEORY

Kristoffer FrangBusiness Developer

[email protected]+46 46 272 55 06@kristofferfrang

www.bizpartengage.com

[email protected]+46 46 32 05 85@bizpart

BOOST YOUR CORPORATE ENGINE WITH

[email protected] www.bizpartengage.com

DEFINING THE PROBLEM

DESIGNING AN ENGAGING EXPERIENCE

BEHAVIOR AND BUSINESS VALUE

GAMIFICATION IN PRACTICE

ENGAGEMENTCRIZIS AHEAD!

CAUTION!

DEFINING THE PROBLEM


PLUMMETING EMPLOYEE ENGAGEMENT

Source: http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx

19%

30%

51%

% %% Actively Disengaged Not Engaged Engaged

Focus on Encourage Employee Strengths

Ignored Employees

Focus on Improving Employee Weaknesses

33%

45%

22%

58%40%

2%

1%38%

61%

(US companies)

http://www.psychometrics.com/docs/engagement_study.pdf



THE ZOMBIE THREAT


THE ZOMBIE THREAT

COST: $550 BILLION (ANNUALY)

Source: http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx




ENGAGEMENT IN HR’S PERSPECTIVE

Source: http://www.psychometrics.com/docs/engagement_study.pdf

69 % think that low engagement is a problem

41 % of organizations address employee engagement directly

- Communicate clear expectations- Listen to employees’ opinions- Give recognition

The most important elements to improve engagement is believed to be:

96 % think that is imporant or very important to address the low enagement



DESIGNINGANENGAGINGEXPERIENCE




UNDERSTANDINGMOTIVATION

UNDERSTANDINGSTRUCTURE


UNDERSTANDING MOTIVATION

MOTIVATION ACCORDING TOSTEVEN REISS, Ph.D

Started out with 400 thinkable goals

Collected survey data

Factor analysis

16 BASIC HUMAN MOTIVATORS


FAMILY IDEALISM SOCIAILIZING

SENSE OF ACHIEVEMENT CURIOSITY ROMANCE

REVENGE HONOR STATUS


MOTIVATION ANALYSIS (REAL DATA)


IDENTIFY KEY INTRINSIC MOTIVATORS FOR YOUR AUDIANCE1.


EFFORT

STRUCTUREFEEDBACK

SHORT TERMENGAGEMENTENGAGEMENT LOOP


SLAY THE DRAGON

PROGRESSION LOOP LONG-TERMENGAGEMENT

STRENGTHSKILL

OVERALL PROGRESS

Do the tutorial

Explorea cave Boss fight! Level up Find a great

team


Continue Project A

?

Introduction

Join Team A ?

Start competenc

e group

Initiate workshop

s

PROGRESSION LOOPEM

PLO

YMEN

T

PRO

MO

TIO

N

?

?

?

Discover the

intraweb

?

Commit to project

A

?

Internal Project

Training

Start competenc

e group

?

?

?


PROGRESSION LOOP

Koppla till Gallups siffror som visar att man mår bra att fokusera på styrkor.

Koppla till Reiss’ motivationsanalys

GO

AL

Successful gamification combines long- and short-term loops according to the goals and behavior that one seek.


DEFINE A SUTIBLE STRUCTURE BY COMBINING LONG- AND SHORT-TERM ENGAGEMENT LOOPS2.

CHANGING BEHAVIORTO GAIN

BUSINESS VALUE

BEHAVIOR BUSINESS VALUE


TRIGGERMOTIVATION

BJ. FOGG’S BEHAVIOR MODEL

ABILITYThe willingess to

do certain behavior

The amount of effort and/or

resources you have to put in to do

certain behavior

Something that trigger the behavior.


mot

ivat

ion

ability

boring behaviour

motivatingbehaviour

difficultbehaviour

simple behaviour

activitionthreshold

triggersfail here

triggerssucceed here



mot

ivat

ion

ability

boring behaviour

motivatingbehaviour

difficultbehaviour

simple behaviour

activitionthreshold

GAMIFICATION VS. SOCIAL MEDIA

Keeping a large social

network


mot

ivat

ion

ability

boring behaviour

motivatingbehaviour

difficultbehaviour

simple behaviour


TRADITIONAL IT-SYSTEMS

GEMIFIED IT-

SYSTEMS


mot

ivat

ion

ability

boring behaviour

motivatingbehaviour

difficultbehaviour

simple behaviour

activitionthresholdClimb the leaderboard

Easy to invite

GAMIFICATION


Email reminder


“Well designed games are able to solve complementary (and relatively much

harder) problems than social networks do. If used properly, gamification is able

to drive long term engagement and persistent actions reliably.”

– Michael Wu (Stanford University)



ANALYZE WHAT’S PREVENTING TARGET BEHAVIOR AND DESIGN TO TARGET THE MOST EFFECTIVE ELEMENTS3.


ANALYZE WHAT’S PREVENTING TARGET BEHAVIOR AND DESIGN TO AFFECT THE MOST EFFECTIVE FACTORS3.

DEFINE A SUTIBLE STRUCTURE BY COMBINING LONG- AND SHORT-TERM ENGAGEMENT LOOPS2.

IDENTIFY KEY INTRINSIC MOTIVATORS FOR YOUR AUDIANCE1.

GAMIFICATION INPRACTICE

GAMIFICATION IN PRACTICE


CHALLENGEMotivate consultants to commit to personal development and career progress.

SOLUTIONMotivators: Curiosity, Power, Honor

CONSULTANCYCOMPANY

Structure: Focus on progression loops. Engagement loops in initial phase.

GO

AL

Behavior: Ability already relative high; main focus on motivation.


CHALLENGEMotivate consultants to commit to personal development and career progress.

SOLUTION

CONSULTANCYCOMPANY

Initial phase mechanics: • Incentivized forum and profile for internal awareness.• Incentivized follow-up routines.• Leaderboards.• Points.

Continuous mechanics:• Show long-term professional progress.• Goal setting and achievements.• Illustrate personal development relative to the

organization’s.


CHALLENGEMotivate external sales staff to take engage in online-courses and information.

SOLUTIONMotivators: Saving, Curiosity, Competiveness (revenge)

RETAILCOMPANY

Structure: Exernal staff; focus on engagement loops.

GO

AL

Behavior: Focus on ability and motivation


SOLUTIONMechanics:• E-Learning.• Interactive blog.• Points for every action.• Reward-shop.• Event access.• Leaderboards.• Push activity.

CHALLENGEMotivate external sales staff to take engage in online-courses and information.

RETAILCOMPANY


EXCITING FUTURE AHEAD

• More data –> More engagement

• User Engagement Index

• Gamification in bigger scopes

THANK YOU!

Kristoffer FrangBusiness Developer

[email protected]+46 46 272 55 06@kristofferfrang

www.bizpartengage.com

[email protected]+46 46 32 05 85@bizpart