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Coursera Gamification Week 5 By Sudarshan Gopaladesikan - @MrGamify *Note: Please comment on the quality so we know how to improve for future notes. Share with friends and the world through email, social media channels, and word of mouth! Thanks and be sure to check out http://gamification.co for more news

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Enterprise Gamification 1. Enterprise Application a. Intranet EngagementCompanies want their employees to be more social with each other in other to be more efficient and productive. This could be like a social network specifically for the company. b. Productivity EngagementUse gamification to enhance productivity on core objectives. c. Efficiency EngagementHelp employees work more efficiently for core and non-core jobs. Helps them become more efficient employees. d. Knowledge Managementcompanies want their employees to share information about job skills and procedures. This will help employees across many divisions to work in tandem because knowledge is being shared. e. HRGamification is used for hiring, on boarding, acculturating, training, performance review, recognition, and Travel and Entertainment. i. Google allows employees to either get reimbursed in cash at a discounted rate, a virtual currency, or the option to give the reimbursement to charity. f. Gen YGamification is important in the enterprise because a recent Gartner report states that as many as 50% of companies will use gamification by 2015. By 2015, todays generation of college students will come into the workforce.

Games are their language. B2E is a two way street so lets speak their language. 2. Workplace Motivation a. Extrinsic Motivation i. Pay, Bonus, Stock Options, Praise, Promotion, Responsibility ii. These are tangible rewards. Of course they will motivate, but we are interested in finding out what within the job is motivating. b. Intrinsic Motivation i. This is the work that people will do without even getting paid to do so ii. Skill developmentpeople want to enhance their skill level at a task iii. Information Feedbackpeople want to be in the know. How to give information to them quickly and accurately. iv. Performance Qualitypeople want to know how they are doing constantly. They want to work productively, but companies need to provide proper feedback. v. Corporate Citizenshippeople want to feel part of the community. The company is a small community, and citizenship is doing your part to make the atmosphere enjoyable. vi. Co-worker Recognitionpeople love being recognized by their peers. It is a great feeling. 3. The Game vs. The Job a. Games are a means to a completion of a business objective. However, employees are focused on the game. Where is the proper trade off of game and job? b. To optimize employee behavior, gamify with intangible factors and use business objectives. For example, in a call center, reward people for getting good customer satisfaction ratings rather than finishing a call in under 2 minutes. c. Citizen Virtueremember the corporate culture, employees can exercise altruism, conscientiousness, civic virtue, courtesy, and sportsmanship.

d. Enterprise games work best when targeted at future in-role tasks and core citizenship tasks. (skill development and altruism) e. Gamification in enterprise works to serve as a training and problem solving toolkit, not just for aesthetics. f. The employee cant feel like they are playing a game. It needs to feel natural. This means the feedback and choices need to feel meaningful so it carries meaning in real life rather than the gamified environment. 4. Playbor a. Play+Labor=Playbor b. However, here is the danger of gamification. Know the book 1984? If companies are recording employees actions, employees may feel constrained. They may not always like being watched. c. Games are voluntary; do not force it upon the employees. d. Target placed Green, Red, Yellow on the checkout screens to tell employees how they are doing with checking out. Because each check out is being monitored, employees dont feel motivated. e. In Disney Land, the housekeeping staff was being monitored by big screen leaderboards. The employees called the leaderboard an electronic whip. f. Workplace atmosphere should be a team dynamic rather than segregated. To create a unified atmosphere, gamification can help employees feel like they are achieving objectives greater than themselves. 5. Daniel Debow Interview a. Works for Rypple. They work to amplify behavior, coach social performance management, and help people work better together. b. Find employees natural affinity to rewards, competition, and collaboration. c. If all it took were slapping on game elements, everything would be successful. But it isnt. We have to look towards unique gamification. d. Observe data and provide meaningful feedback. You have to give meaning to the rewards.

e. Culture is important. Employees want to help the overall community, and therefore gamification should focus on helping employees help each other. f. Iteration is important in design. Build version 1.0, get feedback, build version 2.0, rinse and repeat. Dont try to build the final version on the first attempt. Customer co- creation is key. Social Impact and Behavior Change 1. Gamification for Good a. How to make people feel good and awesome? b. How can gamification help for social personal impact? c. Inherent Relatednesshow to make people feel like they are part of something bigger than themselves aka EPIC wins. An example could be a brotherhood. Members of the brotherhood feel like their actions for the brotherhood is for the greater purpose, not just for each individual. d. Are rewards for social good allowed? Remember, tangible rewards are known to demotivate from the entire experience. When gamifying for social good, do we focus on giving rewards or how can we reward within the experience itself? Intrinsic motivation is best. e. Lastly, social good can be individual behavior change. For activities such as working out, nail biting, etc. Competition with self can be healthy when self-paced and not forced. Taking that into consideration can help gamify for personal change as well. 2. Social Good Applications a. The following are different social good applications that use aspects of gamification to drive behavioral change. b. Kia Optimathe car making company has added extra stats and insights on the dashboard to help drivers see how green they are when driving. Here, gamification comes in the form of feedback. c. Zamzeethis company aimed to solve fitness problems with low-income families. Similar to Nike +, Zamzee has been able to see success in the neighborhoods that have implemented their services. Gamification comes in the form

of points, badges, feedback, progression, and lets the children feel amazing about themselves. d. Energy and EnvironmentOpower is a service that provides feedback on how energy efficient people are. To add a bit of community altruism, Opower compares each household to all the houses in the neighborhood. Since there is no leaderboard, no one feels singled out if they are using up a lot of energy. Their leaderboard is anonymous, meaning that the risk of demotivation is decreased because people arent trying to game this leaderboard. e. EducationEducation is based around progression and engagement. Gamification can help solve educational woes because the new generation of students needs to be engaged differently. Gamification can help solve that problem. An example is asking the question if the classroom should be an additive or subtractive experience. f. GovernmentGamification can help solve public policy. For actions such as the election (see MTV Election 2012), voting, registration, obtaining licenses, government can use gamification to move people to act in desirable ways. g. SuperbetterSuperbetter was created by Jane McGonigal and helps people become better people. Using things such as quests, allies, enemies, hero status, and power ups, Jane has created a way for people to embark upon personal change in a way that feels very user-centric and meaningful. Gamification comes in the form of the use of elements and mechanics working closely together to provide a great learning experience. 3. Social Impact Techniques a. Feedback and Rewards--Feedback. Rewards. Feedback. Rewards. We understand that feedback and rewards, when done properly, can help for motivation and action. b. MonitoringTo be able to provide transparency to the users as to what is happening around them, we need to be able to monitor what is going on. Remember, we dont want to make it seem constrictive upon the users freedom. Monitoring allows us to create stats that allows people gauge where they are.

c. Communal PressureThis is peer pressure, but positive pressure coming from the company culture. How can gamification help spark a team work atmosphere? d. CompetitionCompetition is good but not always. In the example of the Kukui Cup (a energy saving challenge in dorms at the University of Hawaii), people were competing to see which dorm saved the most energy. e. ChanceFor the child in our minds, we love chance and unpredictability. f. ImpactThis goes back to being EPIC. Impact allows people to feel like they are doing something good for themselves and the betterment of the community. Gamification can provide this kind of feeling with the use of transparency, motivation, intangible rewards. g. Stanford CAPRICAPRI is a program that tries to change the behavior of people who bring cars to Stanfords campus. Because people were typically driving through rush hour, Stanford wanted people to use their cars outside of rush hour. To do so, Feedback and Rewards came into play with the use of a virtual currency. Monitoring came in the form of GPS on smart phones. This allowed the program to check in people into a parking lot even without manually doing so. This is because the smart phones GPS can send a signal to indicate that you have arrived to the parking lot. Chance was used when people could play a certain game on the application. If they leveled up by acting desirably, they were able to play with a board with a higher reward. The association of driving outside rush hour and being able to reap greater rewards motivated people to change their driving habits. The impact was being able to relief car congestion. 4. Behavioral Change a. There are two forms of thinking: automatic and controlled. Automatic refers to things that are habits. Controlled refers to actions that require conscious effort. b. For certain actions, how can we convert controlled to automatic thinking? c. Fogg Behavioral Model

i. BJ Fogg Model on Behavior

ii. B=MAT (Behavior=Motivation * Ability * Trigger) iii. Motivationas motivation is high, it requires less ability to succeed in behavior. In the orange line, the motivation marks the vertical line. iv. Abilityas ability is high, lower motivation can result to successful behavior. v. TriggerThe timing of the trigger could either make it look like noise or a great facilitator. The types of triggers are sparks, facilitators, and signals. Sparks increase motivation. Facilitators increase perceived ability. Signals increase both at the same time and are the extra push to get behavioral to be successful. vi. Similarly, engagement loops increase motivation. Progression loops increase ability. A good game triggers effectively so that engagement and progression seems natural rather than forced. d. Motivation, Ability, and Triggers. Although this is a new model we have seen, it boils down to engagement and progression. This is key to see. It shows two things. First, emphasizing user motivation and ability is key. Secondly, users want to feel immersed in the gamified environment. We should trigger only when it seems natural to do so. Otherwise, we just let people move towards sustainable

change. After all, it is them experiencing it, not the game designer. 5. Susan Hunt Stevens Interview a. Practically Greens CEO, Susan Hunt Stevens, gave an interview on sustainable gamification. She said that designing for sustainability is an offline and online process. b. With technology, the online sphere allows for interaction, transparency, and knowledge on social norms. Online mixed with personal interactions and behaviors in the offline sphere will help drive behavior change in the offline aka real world. c. Games provide scale. Giving levels so people can see where they are, where they can be, and shows overall progression. The goal is to keep progressing so that social good action becomes less of a conscious action, more of a habit. d. Games have a 12-18 month shelf life before a new game needs to help satisfy the gamers appetite. Same thing works for driving social good change. Each social good action is unique, so unique frameworks need to be created around it. Iteration and feedback is key. e. When acting out of altruism, social capital is actually valued very highly because doing good for the community makes us feel EPIC. f. Susan states that too many tangible rewards that lead to users gaming the systemonly acting for the reward. This will lead to demotivation in the long run, which is not good. g. At the end of the day, games help us be expressive. We want to give people the ability to express themselves in the social sphere. We want to give people the chance to feel amazing, so that is why social good can benefit from using gamification.