Managment as Game Design: People are Players Not Pieces

826 views
756 views

Published on

No matter how big or small your team is, as soon as you need to organize more than two people to a task the management challenges begin. But the very thing most game developers are confident with, designing a good game, turns out to be a useful foundation for them to deal with management challenges, when you choose to see management as just another game design problem. This GDC Online 2012 lecture presented a number of examples of how approaching management as a game design can lead to happier and more productive teams, whether you are a manager or not. The lecture offers practical examples of how game design can be applied to management, understanding of why 'people are players' and not 'pieces', and how management is a game that can be non-zero sum. Even non-game designers will understand the power of game design as a management approach.

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
826
On SlideShare
0
From Embeds
0
Number of Embeds
27
Actions
Shares
0
Downloads
10
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Managment as Game Design: People are Players Not Pieces

  1. 1. Management as Game DesignPeople are Players not PiecesJoshua HowardExecutive Producer, Microsoft
  2. 2. Guiding Framework Several Examples Audience Participation Closing NotesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  3. 3. Management as Game Design Management as Game Design is NOT this – a manager moving faceless pieces around a boardMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  4. 4. Management as Game Design The still above is from “ET the Extra-Terrestrial”, during a scene This is from where the kids are playing D&D, XKCD, and the and the circled one is the DM. circled character is playing a DM.MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  5. 5. Management is the Game MasterMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  6. 6. Management is the Game Master • People are players not pieces • Alignment around a single purpose • Non zero sum game • We want people to want to playMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  7. 7. Management is the Game Master • You scrum or waterfall the way you choose what roleplaying system to use • You plan a campaign the way you build a development plan • You define the goal, but your players/employees have tremendous say in how that goal will be met • You challenge your players/employees, but are completely committed to their success Management/GM are both Service Through Leadership rolesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  8. 8. Structure • Look at a management challenge • Re-frame it as a game design challenge • Explore what game design can teach us • Compare that to what management theory would sayMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  9. 9. Challenge: Providing Feedback • Without feedback you can’t improve • Unless there is feedback its hard to know if you are doing a good job • Without feedback the manager and the employee may or may not be on the same page • But giving good feedback can be difficult…MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  10. 10. What do games tell us about providing feedback?MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  11. 11. Effective Feedback: Game • Timely Immediate feedback better than delayed feedbackMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  12. 12. Effective Feedback: Game • Timely • ‘Mappable’ Player should know what they did that resulted in the given feedbackMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  13. 13. Effective Feedback: Game • Timely • ‘Mappable’ Know when someone is • Nudge towards stuck and provide clues progress about what they might do nextMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  14. 14. Effective Feedback: Game • Timely • ‘Mappable’ The impact of the feedback should be • Nudge towards appropriate, as progress compared to the action • Proportional and other feedbackMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  15. 15. Effective Feedback: Game • Timely • ‘Mappable’ • Nudge towards Let people show-off progress to others • Proportional • Celebrate in PublicMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  16. 16. Lets look at what Management tells us about providing feedbackMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  17. 17. Effective Feedback: Management • Timely The closer to the event the feedback can be given the betterMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  18. 18. Effective Feedback: Management • Timely Behavior is something we • About Specific can change, but only if the Behavior feedback is precise about what behavior the feedback is about, so the right lesson is learnedMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  19. 19. Effective Feedback: Management • Timely • About Specific The tone/significance of the feedback should Behavior match that of the • Proportional behavior the feedback is aboutMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  20. 20. Effective Feedback: Management • Timely • About Specific Let everyone know Behavior when something is • Proportional done well • Praise in publicMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  21. 21. Effective Feedback: Management • Timely • About Specific Ensure there is no Behavior shame in being • Proportional coached • Praise in public • Coach in privateMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  22. 22. Effective Feedback: Management • Timely • About Specific Corrective feedback Behavior more likely to lead • Proportional to success • Praise in public • Coach in private • Provide a path to improvementMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  23. 23. Side by Side Feedback: Game Feedback: Management • Timely • Timely • ‘Mappable’ • About Specific Behavior • Nudge towards • Proportional progress • Praise in public • Proportional • Coach in private • Celebrate in Public • Provide a path to improvementMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  24. 24. Lessons Learned • Significant overlap between good game design and good management theory • Even if you never read a management theory book, you already know a lot about how to give good feedbackMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  25. 25. Challenge: What is the best management style? • ‘You mean I can’t just order people around?’ • Should I be hands off? • When do I get involved? • ‘Its not working, what do I do now?’MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  26. 26. What can games tell us about management styles?MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  27. 27. Management Styles: Game What is the best kind of GM? It depends on your players and the game Can anything in games tell us about different Yes, there are kinds of players? many models of player or game typesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  28. 28. MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  29. 29. Lets look at what Management tells us about management stylesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  30. 30. Management Styles: Management • Not all employees are the same • Different employees need different things from management • Models exist to understand this Progression of Needs ModelMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  31. 31. Side by Side Management Styles: Game Managements Styles: Management • Different kinds of players • Different kinds of want different kinds of employees need different game experiences things from their • Models exist to better management understand this • Models exist to better • Designers decide which understand this model works for their • Managers decide which game and their players model works for their game and their employees Even the models have strong parallelsMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  32. 32. Even just using Bartle’s model as a manager would be a good startMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  33. 33. Lessons Learned • Significant overlap between good game design and good management theory • Even if you never read a management theory book, you already know a lot about why different management styles are important, and what they areMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  34. 34. All Together Now • Wherein the audience now participatesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  35. 35. Challenge: Motivating a Team • Work can be hard • How do we keep people engaged and committed to doing their best?MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  36. 36. Effective Motivation: Game At this point the audience was asked to contribute what they knew about how to motivate players Effective Motivation: Management Then a quick summary of what modern management theory says about motivation was presented from D. Pink’s book “Drive” Side by Side The audience list and the core principles from “Drive” were compared, and turned out to be very similar Lessons Learned Motivating players can teach us a lot about motivating employeesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  37. 37. Closing Notes • Though similar, there are Recommended Books important differences • Laws govern how people are • “Its Your Ship: Management treated at work, but not Techniques from the Best how we treat players Damn Ship in the Navy” by • The stakes can be higher at Michael Abrashoff work • Its easier to decide to • “Freakonomics” by Levitt and change games than to Dubner change jobs • http://freakonomicsbook.com • Management as Game Design at the micro level as well • “The Five Dysfunctions of a • Every process can be Team” by Patrick Lencioni designed as if it were a • http://www.tablegroup.com/book game s/dysfunctions/ • But like a game, people should walk away if its not working outMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  38. 38. Guiding Manager Framework as GM Feedback/ Several Manager Examples Styles Audience Motivation Participation Closing More Notes resourcesMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  39. 39. Conclusion We can deliver positive employee experiences using what we know about delivering good player experiences. Be the best GM for your team you can be. “Being a true DM requires cleverness and imagination which no set of rules or books can bestow.”  Gary Gygax, The Dungeon Masters Guide, 1979MANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD
  40. 40. Questions? More Resources Contact Information • Situational Leadership • More from Joshua Howard • http://www.kenblanchard.com/Effective_L http://thereisnothem.wordpress.com eadership_Solutions/One_to_One_Talent_ Management/Management_Situational_Le • Email Joshua@bonegames.com adership_Training/ • http://www.situational.com/ • All material © 2012 Joshua Howard or their respective • “Drive” by Daniel H. Pink owners • http://www.danpink.com/drive • Bartle’s MMO Player Model • http://www.mud.co.uk/richard/hcds.htm • The 4 Fun Keys by XEO Design • http://www.xeodesign.comMANAGEMENT AS GAME DESIGN: PEOPLE ARE PLAYERS NOT PIECES JOSHUA HOWARD

×