Adam Bosworth - Gamification of the Social Enterprise: Key Dynamics


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Social game concepts are radically changing organizations, but the dynamic of team-based social games in an enterprise setting differs substantially from pure consumer interactions. To get that sticky, viral engagement you need to overcome major obstacles, including fears of Big Brother, the daily "grind", the effect of money, fairness, fear, politicking and more. But there are models that exist and a path that can be tread with sophistication and restraint. Join founder of Keas and creator of Google Health Adam Bosworth as he explores some of the pitfalls in gamifying the enterprise - and what you can do about it.

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  • These are your co-workers, not necessarily your close friends. It is less personal, more competitive
  • The game is a common topic of conversation since everyone is playing the same game and with the same rules So, the icebreaker at the cocktail party 
  • There can be real money at stake - Your employer stands to gain, after all, from your proficiency and effort This is also natural way to create additional weekly and monthly excitement
  • The game is rewarding you for real-world activities and proficiency, not just on-game ones It isn’t minutes playing the game, it is minutes practicing the right skills
  • It tends to be played far more during working hours and far less at home or on weekends - This is one of the perks - You get to chat with your friends and play on company-time. It is a reason for engagement.
  • Daily Interactions - You actually see your fellow team members far more than you do your friends, e.g. everyday versus every other week or even less Makes the team model much more effective and also concrete/status rewards do lead to more peer pressure from people you don’t want to let down
  • Someone is watching Someone has written a check for this and they care how it is going They are watching the feed and the leaderboard and getting online reports on how it is going They have participation goals and will usually take action if they see these goals being missed
  • The leaderboard cannot discourage those who need the most improvement Cannot just rank people by points and points by intensity/difficulty of effort Hard to handicap players as they quickly game the system (smoking) Hard to motivate those who excel if you don’t reward the best players
  • Social is the game because it sustains through the up and down waves of game adoption All game activities should be naturally social because harness both team peer pressure and social support and reinforce social daily use
  • Social Reputation – The honor system works using open scoring histories in the profile The reputation cost to the player greatly exceeds the gain
  • Adam Bosworth - Gamification of the Social Enterprise: Key Dynamics

    1. 1. Gamification of the Social Enterprise:Key DynamicsGamification SummitBy Adam Bosworth, CTO and Co-Founder of KeasApril 17, 2013
    2. 2. It’s not Facebook.
    3. 3. Got game. Starts up social
    4. 4. Moolah!
    5. 5. Real World
    6. 6. 9-5 Play time!
    7. 7. Teamwork……works!
    8. 8. Big Brother is watching!
    9. 9. It has to be Fair
    10. 10. When engagement is the name
    11. 11. Does your company trust you?
    12. 12. And in summary• Uses what we’ve learned from Consumer• 4 key requirements for sustaining culture change andbehavior change (Social/Fun, Achievable, Habit Forming,Anywhere)• Game Focuses on Holistic sustainable Wellness• The 4 key behavior changes that will improve the health ofyour employees (Eat less, Eat Better, Work out, Cope withStress)• Allows you to track / measure success• The 4 measures you need and deserve (Satisfaction, HealthyActivities, Productivity, Collaboration)
    13. 13. 2 Minute Overview Video Video One-On-One Demo: Bosworth, CTO and co-founder, KeasThank You!