In 2007 I used this model to invent the first iPhone game to use the accelerometerThe power of emotion drove 250,000 visits with no marketingIn 2012 we’ve created an iPhone game called Tilt World where a carbon eating tadpole collects virtual seeds that plant trees in the real world on the island of Madagascar.We used our research to create a player experience that increase engagement.
Games are the medium of the 21st Century and have always lead interface design from pie menus on the Sims to gestures on the Wii.Their unique power comes from how game designers craft emotions.We’ll cover how to create intrinsic motivation (not extrinsic points and badges) More than this, there is one more thing that games can teach us about interaction design. You see Descartes made an error.
Let’s face it cubicles are cages for people.If the average workplace (or website) were a zoo the humane society would protest.The workplace is not suited for the tasks at hand
Back in the day where we used to milk cows instead of clicking on them.>> There’s a unique opportunity to use emotion to design new workplace.
The AMA just released a survey to prove the impact positive emotions have on the workplace.Positive Emotions Boost ROI.>> Game mechanics can boost emotions but you have to be careful====Rev Up Your Ho-Hum Employees: Use Neuroscience to Win the Talent Warhttp://www.forbes.com/sites/christinecomaford/2013/03/05/rev-up-your-ho-hum-employees-use-neuroscience-to-win-the-talent-war/A new survey by the American Management Association (AMA) suggests today’s leaders have little confidence that their employees have the skills to excel in a global economy. Wow.AMA’s announcement read: “Executives admit that the majority of their workforce is average—or below average—in communication skills (62 percent), creativity (61 percent), collaboration (52 percent), and critical thinking (49 percent).”How To Hack Your Brain - Part I: Trumping Cultural TriggersChristine ComafordContributorStop Reacting! Start Responding: How to Hack Your Brain Part 2Christine ComafordContributorThe 3 Reasons Great Companies Stop Growing--And The SolutionChristine ComafordContributorIn other words, we have an epidemic of ho-hum employees. And ho-hum won’t hack it in a global marketplace.But wait–there are two larger problems that tie into the AMA’s new findings:1. There’s a serious talent shortage.2. Most employees are deeply disengaged, which makes them unlikely to develop and hone the skills pinpointed in the AMA survey.Both assertions are research-backed—and both explain why many leaders are now applying the latest neuroscience techniques to optimize their teams. Let’s explore them one at a time:Problem 1: Our National Talent Shortage. There’s a raging war for talent out there. With only so many rock stars on the planet, it’s impossible to have a company of them entirely. And talent constraints are seriously damaging USA companies.The 2012 PricewaterhouseCoopers CEO Survey found that having (or not having) the right talent in place can impact innovation, market opportunities, the ability to deliver on strategic initiatives, growth, and quality of output. Talent was the number one concern for CEOs. Period.Here’s how CEOs responded when asked: “How have talent constraints impacted your company’s growth and profitability over the past 12 months?”Key Issue: How have talent constraints impacted your company’s growth and profitability over the past 12 months?USA CEO ResultsGlobal CEO ResultsCancelled or delayed a key strategic initiative22%24%Unable to pursue a market opportunity24%29%Weren’t able to innovate effectively20%31%Couldn’t achieve growth forecasts where they were based16%24%Quality standards fell16%21%Talent-related expenses rose more than expected43%43%But there’s only so much top talent out there. At the end of the day, you’ve got to maximize the talent you already have.Problem 2: Our National Engagement Shortage. Per Gallup, 71 percent of American workers are emotionally disengaged. This means 71 percent of our entire workforce isn’t putting their heart into their work and doesn’t deeply care about their company.This is a huge problem. An unengaged workforce won’t excel at the AMA’s “four Cs” (communication, creativity, collaboration, critical thinking). And being lackluster in these critical areas means you’ll never be able to maximize growth and productivity—talent constraints or no.Don’t Just Fix the SymptomsLeaders often assume growth depends on finding and fixing problems. They want salespeople to sell more, engineers to innovate faster and with greater ingenuity, client-care people to better service accounts, and so on.Yet these are not the real problems. They are merely symptoms of underlying structural problems, indications of people getting stuck in their fear-driven Critter State—in fight, flight, or freeze. And as I mentioned in my Hijack blog, leaders often put their teams exactly there, albeit unintentionally.When employees are stuck in their Critter State, they’re focused on their own survival. Rather than thinking in ways that move the company forward, they think in ways that make them feel “safe” at the moment. (Ironically, they’re anything but.)The Smart State SolutionFixing the engagement problem—and creating conditions that foster the AMA’s “four Cs”—means getting companies into their Smart State. When we’re in the Smart State, we not only feel safe, we can access the whole brain. We are more innovative, clear thinking, and able to collaborate freely. We can see a brighter future and feel driven to create it.The ROI of workers in their Smart State is proven and solid: • Individuals are up to 50 percent more productive. • Marketing demand generation increases up to 237 percent. • Sales are closed up to 50 percent faster. • Revenues and profits increase up to 210 percent annually. • Individuals are 67–100 percent more emotionally engaged, loyal, accountable, and ownership focused. • New products and services are created up to 48 percent faster.I cannot, in this small space, provide all the neuroscience tools you need to become smarter, more productive, more competitive, and more profitable overnight. Yet I can offer a few tips:1. Use simple, high-impact SmartTribe tools to reduce Critter State Behaviors. One example is Inquiry vs. Advocacy. Instead of telling people how to do something (advocacy), leaders ask them how they would do it (inquiry). A good goal is to allow five inquiries for each advocacy. This creates a sense of safety, belonging, and mattering, which reduces fear and increases ownership.2. Use specific behavior stances to more effectively influence outcomes. If you need to build connection and safety with someone who is in the Critter State, you can use the Mommy Stance (“Pierre, you are a huge asset to this organization; your performance has been exceptional in the past. I know how great you are…”) combined with the Drill Sergeant Stance (“…and we need to get you back on track NOW or I’ll have to put you on probation.”). I’ll cover more examples in a future blog.3. Activate the Social Reward network. Fear may push people to action, but this approach is not sustainable and ultimately leads to either burnout or extreme apathy. The imagining of a new, better future where there are compelling rewards pulls, attracts, and draws people forward, and emotionally engages them. With vision, the Smart State is engaged, and we can create, love what we’re doing, work longer hours, and leave work excited and wanting to come back for more.How To Hack Your Brain - Part I: Trumping Cultural TriggersChristine ComafordContributorStop Reacting! Start Responding: How to Hack Your Brain Part 2Christine ComafordContributorThe 3 Reasons Great Companies Stop Growing--And The SolutionChristine ComafordContributorTo learn more about revving up your employees and winning the war on talent, download an excerpt of my upcoming book, SmartTribes: How Teams Become Brilliant Together.Christine Comaford is a global thought leader on corporate culture and performance optimization. She uses the latest neuroscience techniques to help leaders and teams create reliable revenue, deep emotional engagement, and remarkable results. Download an excerpt of her upcoming book at www.SmartTribesBook.com. And follow Christine on Twitter: @comaford
Adding points can have unintended effectsWe used our research to create a player experience that markets itself.
Adding points can have unintended effectsWe used our research to create a player experience that markets itself.
Add too many friends and it floods the feeds with posts from uninteresting strangersPoints breaks the game of Twitter and FacebookWhere the zing of positive emotion from getting a new follower Floods the feed with the voices of uninteresting strangers.
More than this, there is one more thing that games can teach us about interaction design. You see Descartes made an error.Humans require emotions to decide.Designing emotion is what comes next for interaction design.>> And while reason works well on it's own it even better to harness the power of emotions in play.
20 years research taught us thatEmotion from player choice is what makes games fun.Paint on engagement with the actions you choose.To make users smarter, happier, more productive, and engaged=========Over past 20 years we’ve researched thousands of player experiencesmeasuring emotional responses to playand we came upon a formula I want to share with you.You might think that players like better graphics faster hardware.But the reason why people play games is for the experience that games createThe more emotional the experience, the more they want to playCan’t design emotions directly, have to design the choices in the center that create the emotions on the edges.4 Keys (Emotions frame the task)The most engaging games provide four things:Hard Fun provides challenge with a series of goals, obstacles, strategies.Easy Fun provides novelty with the opportunity for exploration and role play.People Fun provides friendship where players compete, cooperate, and trash talk their friends.Serious Fun provides meaning by helping the player change themselves or change their world.
InVideo Games Situations create curiosityFor example this Splinter Cell player explores what happens when he shoots a hole in a fish tank.
Clearly there’s a moment of enjoyment outside the main challenge of the game when the water stops pouring onto the floor.
Google interaction design creates curiosity which drives exploration.People search better and longer when they are curious.The emotion matches the task
Crated Tilt World to change the emotion profile of being greenSuccess in the game changes attitude about success in the real worldHard Fun from achieving a goalMany feel that being green is too hard, In Tilt World on the iPhone Used the 4 Keys to create a new emotion profile for being green.Hard Fun Need to know what’s good and bad, what earns you points. Clearly see progress going towards the goal.
Because community defined and awarded they are more than gold stars.
Points for using a Snowboarding website trigger discounts
Mail Chimp uses Easy Fun with the Chimp and animations.
THIS is why winning level 4 in Diner Dash feels so good. The trophy for winning level 4 is a coffee maker that forces them to create new strategy for mastering level 5. Not just more diners less time. Not just more points and badges.In DinerDash Hard work pays off.The “badge” has meaningWhat is work but Hard Fun.
PlaySourcing is when play is used as the source of human motivation and growth.In Tilt World we wanted to make the concept of PlaySourcing tangiblethe Impact book takes an extra loop through Serious Fun to create meaning.
To fully engage people offer Novelty Challenge Friendship and MeaningPX Player Experience sis the future of Interaction Design
20 years research taught us thatEmotion from player choice is what makes games fun.Paint on engagement with the actions you choose.Over past 20 years we’ve researched thousands of player experiencesmeasuring emotional responses to playand we came upon a formula I want to share with you.You might think that players like better graphics faster hardware.But the reason why people play games is for the experience that games createThe more emotional the experience, the more they want to playCan’t design emotions directly, have to design the choices in the center that create the emotions on the edges.4 Keys (Emotions frame the task)The most engaging games provide four things:Hard Fun provides challenge with a series of goals, obstacles, strategies.Easy Fun provides novelty with the opportunity for exploration and role play.People Fun provides friendship where players compete, cooperate, and trash talk their friends.Serious Fun provides meaning by helping the player change themselves or change their world.
…whether through novelty challenge friendship or meaning. (even on something as small as this iPhone) the ultimate purpose of games is to prepare us to impact the real world.Tilt World: A Game to Plant 1 Million TreesThe potential of games to change the world is something you can see from space.Now for you, think about how you want to accomplish imagine how you might do that with games.Let's put our brains and hearts together and find ways to create a synergy of emotional and cognitive workspaces through game technology game thinking.Are you with me?Are you with me?Fiero!Thank you very much.
PX is the New Design Game Emotions to Increase Engagement