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Charles Coonradt - The Game of Work: Changing the Enterprise with Lessons from Sport
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Charles Coonradt - The Game of Work: Changing the Enterprise with Lessons from Sport

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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 …

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.


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  • 1. CHANGING THE ENTERPRISEWITH LESSONS FROM SPORTPresented ByChuck CoonradtGSummit SFO 2013 April 18, 2013
  • 2. WHERE DID GAMIFICATION BEGIN• Mark Twain might have said TomSawyer’s fence• Dr. Naismith maybe Basketball• The Greeks no doubt – Olympics• Aztecs would claim a court game with avertical target – and your life on the line• Nolan Bushnell – first PONG 1972
  • 3. “It’s what welearn, after we thinkwe know it all, thatreally counts.”- John Wooden -UCLA Coach
  • 4. WHAT I HAVE LEARNEDPeople will pay for theprivilege of workingharder than they will workwhen they are paid.
  • 5. BEGINNING OF GAMIFICATIONAt recess we learnedFeedback – more frequentScorekeeping – betterGoals – more clearly definedCoaching – more consistentPersonal Choice – exists
  • 6. FEEDBACKDenial or the withholding offeedback is the most severeform of psychologicalpunishment we can inflict onone another.
  • 7. FEEDBACKIf you don’t think feedback is importantTry counting the mirrors in your houseTry taking coins, ribbons and awards outof your video gameTry telling that special person in your lifethe outfit he/she has picked out for thecompany party is just “okay”
  • 8. 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
  • 9. 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 aboutsomeone...
  • 10. FEEDBACK – PRINCIPLE ONEReinforce behaviors you want repeatedMake a big deal of the good stuff youwant more ofOver-celebrateUnder-criticize
  • 11. FEEDBACK – PRINCIPLE TWOThe appropriate amount of feedback canonly be determined by the recipientNever by the giver!
  • 12. FEEDBACK – PRINCIPLE THREEThe ability to deliver appropriatefeedback is…The MOST important human relationsskill you can develop
  • 13. FEEDBACK – PRINCIPLE FOURGiving inappropriate feedback is…The world’s greatest morale killerHave you been to a morale killing?• Was inappropriate feedback the weapon ofchoice?
  • 14. FEEDBACK – PRINCIPLE FIVEThe person giving the feedback is…Always in controlRegardless of position or titleMake Sure It Is You…For Your Team
  • 15. FEEDBACK – PRINCIPLE SIXPeople would ratherreceive negative feedback,than no feedback at all.
  • 16. CONSISTENT COACHINGThe way people feelabout their organizationis primarily dictated bythe way they feel abouttheir coach.
  • 17. PERSONAL CHOICEHave ToVictimWork
  • 18. PERSONAL CHOICEWant ToControlFun
  • 19. PERSONAL CHOICEWant ToControlFunHave ToVictimWork
  • 20. PERSONAL CHOICEWhy?What?How?
  • 21. PERSONAL CHOICETo important people we insiston explaining whyTo unimportant people wesimply tell howThey can tell how we feelabout them by the way we talkto them
  • 22. CHANGING THE ENTERPRISEWITH LESSONS FROM SPORTPresented ByChuck CoonradtGSummit SFO 2013 April 18, 2013