White paper e office gamification (UK)


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white paper on gamification and it's role in acceptance and adoption of new technologies in a organisation.

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White paper e office gamification (UK)

  1. 1. measure, reward, and enhance: leverage adoption of IBMConnections by applying gamification with Kudos BadgesMore and more organizations use IBM Connections as a social software platform to facilitatethe corporate brain. Organizations aim to make better use of the knowledge and skills oftheir employees with Connections. Thus, employees will have to effectively share knowledgeand collaborate. Collaborating in a social platform is different than collaborating with othertools: in a more open manner, more transparent and interactive.The implementation of a social platform itself does not change the routines and attitude /behaviour of employees. Implementation is often assumed to only contribute 10% to thesuccess of developing into an organization where knowledge is shared openly andcollaboration is efficient and effective. The other 90% of the success lies in its people,employees, and their adoption of the new platform.How do you get people willing to change their behaviour and attitudes? How do you ensurethat all employees understand the importance of the change? How will they learn how tocollaborate? Attention to user adoption provides 90% of success! Kudos Badges uses game mechanics to leverage the adoption of IBM Connections. With Kudos Badges game elements, employees are being stimulated to take part in, and learn how to effectively use the social tools of Connections. Kudos Badges is an excellent add-on for your user adoption strategy. Kudos + YELLOW & BLUE e-offices YELLOW & BLUE visionstates that the existing (20th century) structures of organizations are insufficient to survive inthe current economic climate (21st century). The multitude of processes is disastrous forcreativity and innovation. Some form of structure is however necessary to make innovationpossible.Only the right mix of inventiveness (YELLOW) and structure (BLUE) ensures the innovativecapacity of an organization. By using this mix the main asset of the organization,the corporate brain, can be fully utilized. This is necessary in the rapidly changing market tocontinue to offer the right products and services and hence secure the position of theorganization.Sasja Beerendonk www.e-office.com 1
  2. 2. Blue systems are process-driven (BLUE). You must go through the steps to achieve thedesired result. Think for example of a product order process or sending an invoice. Thisinvolves clearer and easily described steps.IBM Connections mainly supports the creative character of work (YELLOW). The employeeand / or organization is often not instantly able to use the existing tools to really collaborate ina social manner. Usual objectives for implementing IBM Connections are things such as:finding expertise, sharing knowledge and collaborating more effectively. An employee thenmay stop to wonder: how do I do that? Unlike Blue systems the steps to follow something likesharing knowledge are not so clear and also require a considerable change in behaviour andexisting work routines.Besides the deployment of new technology, there will be new and different workflows to bedefined, together with the behaviour and routines of employees. Employees simply do notjust change their ways. Changing behaviour is a gradual and often difficult process. Mostemployees do not instantly start blogging, do not take the time to fill in their profile, do notsee the advantage of building and monitoring a network, and may want to work together, butpreferably in a closed community.Kudos Badges gradually pulls employees into a new way of working with Connections. Andhelps them to collaborate efficiently and transparent in order to improve the businessobjectives. Kudos makes employees more engaged.Adoption of Connections is also about engagement. Users should be guided and seduced todo their daily work routine differently, using the various tools that Connections provides underone umbrella. For adoption e-office takes a scenario-based approach. Based on interviews,groups of users are guided to change the way they do their daily collaboration activities sothat they can be more efficient and effective. Connections is used to perform these dailyactivities, so it is not a tool that is used in addition to the work, but it ís the work itself. Andthat work leverages the corporate brain.how does Kudos Badges work? Kudos Badges works with points, badges, levels andleaderboards. Points are awarded for various actions and Badges can beobtained. Leaderboards give users feedback on their activities compared to othercolleagues. The Leaderboard shows the top 10 employees of the organization, within theirnetwork or within a community.Sasja Beerendonk www.e-office.com 2
  3. 3. How do you climb up in rank? Kudos Badges uses metrics to measure the activities of a userin IBM Connections. For example, when an employee places a status update, he receives a Kudos Point. When he posts a Blog entry, the employee gets 5 Kudos Points. When someone recommends the blog entry, he gets 10 points! Because shared knowledge naturally becomes more valuable when it is appreciated by colleagues. When enough points for a given activity are achieved, then the employee receives a badge. There are an abundance of actions within your Connections platform, which could earn Kudos points. The employee is shown the following steps to earn more points and badges. This way, the employee explores the capabilities of the platform step-by-step and creates as he goes along. The Kudos Leaderboard Widget is displayed on the Homepage. Moreover, the Kudos Leaderboard is visible within a community, where it displays the largest "contributor" within it. This will help to recognize the ambassadors for Communities.objectives in line with business goals social collaboration isnt a goal in itself. It is away to achieve business goals and results such as improved customer service, bettercooperation between departments, or finding the right knowledge and expertise. And youwant these results in measurable KPIs.Here, too, Kudos can help. With Badges and Ranks you define your values incollaboration. Employees are shown step by step instructions on how they can collaborate ina social manner. These are the KPIs. Kudos thus shows what behaviour and practices theorganization considers to be important to achieve the business objectives. It encouragessocial collaboration and measures if the platform meets the desired objectives.In addition to a standard set of metrics, the metrics can be integral to your businessgoals. You not only reward behaviour, but also encourage employees to properly use theConnections platform. It is possible to include other (internal) systems in Kudos badgesmeasurement besides the standard set of metrics. Kudos can measure the behaviour ofemployees in other (non-Connections) software and reward it with its own Kudos Badge.Sasja Beerendonk www.e-office.com 3
  4. 4. not a game Although we are speaking of gamification, Kudos Badges is not a game! It isabout meaning, not flair. The goal is not to pursue Leaderboard points, but to achieve thebusiness goals.At the word gamification onemight think of Gameboys,World of Warcraft, Wordfeudor Draw Something. Butmany of us have long beenfamiliar with seriousapplications ofgamification. A goodexample is LinkedIn. Whenyoure on LinkedIn, you areseduced to expand yourprofile. The value of theplatform increases whenpeople actively participate. Awell-filled profile is of morevalue to other members thena profile without a photo,without experience orrecommendations.why gamification? By adding game mechanics to non-gaming environments such as IBMConnections, users are encouraged to embrace the new tool or users can be influenced howit should be used (adoption). Gamification makes connections more interesting because itencourages users to apply desired behaviour. Kudos encourages users by showing them theway to mastery and autonomy. The game uses mechanics that elaborate on thepsychological predisposition of people to participate in playful activities.With gamification, users can be seduced into performing boring actions, actions which theyhave difficulty with, or they are unknown with. Think of filling out the profile in IBMConnections. It is important that you properly fill out your profile. But at the same time it isoften omitted because there is no time for it, not appreciated, or no immediate reward inreturn (whats in it for me?).Gamification is based on stimulation. Many people think winning or being the best is the mainincentive for participating in games. But according to Jane McGonigal, gaming is mainlyabout doing hard work, going forward, being better, being part of something bigger orworking towards a common goal. During the game we overcome obstacles and work towardsa successful outcome through hard work. Doing so we are engaged, and experience all kindsof positive emotions and experiences. Working and learning becomes a positive experience,which we want to experience more. Kudos for IBM Connections can leverage activeparticipation (engagement), resulting in higher ROI, information of higher quality anddiscovery learning (through serendipity colleagues learn more from each other).Sasja Beerendonk www.e-office.com 4
  5. 5. When gamification is applied in a proper way, you can seduce users to discover newfeatures, to try out features, and let them discover the value of their work in IBMConnections. Users who are not yet accustomed to the social platform, and for example donot see how a Blog could be of value will not be inclined to do this without some stimulation.What games do very well is encourage hard work. Kudos Badges provides step-by-stepguidance and stimulation for someone to become more involved and actively participate inthe platform. One of the key concepts in games, and therefore gamification is having the rightchallenge which can be attained by working hard. By taking small steps, starting with fillingout your profile and expanding your network, it can help employees overcome cold feet. Orprevent an employee from being overwhelmed by the wide range of possibilities inConnections. Kudos Badges shows what small steps you may take at any time. And it alsoshows what the value of these steps is: of both the work in Connections itself as inmeasurable points. Kudos gives you the visual reward when you have finished the actionsrequired (you receive a Badge, you get a notification in your newsfeed, it shows your positionin the Leaderboard).A user is constantly taken to a higher level, tocontinue, to do more. There is no failure. You canalways try to get the points again. Failure is thereforejust an incentive to work even harder!measure, reward, stimulate People love progress! Badges are an indication ofachievement. Employees see what they have achieved and also how many points areneeded for achieving the next badge level or how to climb-up in the Leaderboard. Thereward system increases the employees involvement. When an employee earns a badgehe is not just rewarded for the good work delivered, but is also shown how their workcontributes to the business objectives.key principles of gamification:measure: set goals, levels, points and measure whether someone has achieved thisreward: give points and badgessend: indicate at what level a person is, what to do to get ahead, show the bestimprove: specify what to do to get ahead, seduce to start using advanced features or show desired behaviourSasja Beerendonk www.e-office.com 5
  6. 6. With game elements such as Points, Badges, Leaderboards - and dont forget fun - employees are motivated to work together towards a common goal and a desired result. While they work, employees are given visible rewards, get appreciation from colleagues and superiors, feel that they matter, feel to be part of bigger purpose, and other psycho-social rewards that can lead to the apex of Maslows hierarchy (see below).what motivates us? about stimulation and rewards by using incentives anddisincentives with Kudos badges individuals and groups are guided to a specific set ofbehaviour, which in turn positively influences a desired outcome (desired results / businessobjectives). When Kudos Badges is done seriously and is well deployed, it becomesan engagement mechanism for cooperativebehaviour which can overcome the naturalinability of people and companies tocollaborate effectively towards a commongoal.Kudos Badges reasons from the humanneed for status and rewards. It responds toextrinsic rewards, such as winning andchallenging, but also sharing knowledge,helping colleagues and being part of abigger picture.This is also clear in Maslows pyramid (1943) which can be extended with Daniel Pinksvision from his book, Drive: The Surprising Truth About What Motivates Us (2009). The top ofMaslows pyramid refers to self-actualization. Dan Pink argues that modern society hasarrived to this particular segment, in which we are primarily motivated by intrinsicmotivation. These intrinsic motivators are also apparent in gamification and specificallyKudos Badges for IBM Connections.Sasja Beerendonk www.e-office.com 6
  7. 7. By doing work, employees will experience the value of the social platform. The need forextrinsic rewards will become less and subsequently turn into an intrinsic reward, such asgain knowledge, be good at your work, appreciation of your colleagues, beign part of abigger purpose and have fun. Once the first steps in Connections are taken, employees areworking and collaborating towards a common goal and they experience a sense of meaningand connectedness.Points and Badges are extrinsic rewards. Extrinsic rewards work very well in the short termand are therefore ideally suited to support early adoption of IBM Connections.The effect of extrinsic rewards is notperpetual. The rewards that Kudos Game techniquesBadges offers are therefore intendedto seduce an engaged employee: acommitted and active participant inConnections. By doing the activity intrinsic longthat is initially encouraged and term rewardrewarded, the employee createssomething of real and long-termvalue: a real contribution in theplatform that leverages the corporatebrain! extrinsic rewardWhen the employee begins to realize these values, the extrinsic rewards become lessimportant. The entire reward system becomes secondary and serves to reinforce the valuethat the employee creates, which then becomes the main motivator.The long-term value created will (together with the secondary extrinsic reward) enhance thegame activity. This creates a positive feedback loop that eventually transforms the gamifiedactivity into something that is intrinsically motivating.Sasja Beerendonk www.e-office.com 7
  8. 8. Sources:Michael Wu, Ph.D., The Magic Potion of Game Dynamicshttp://lithosphere.lithium.com/t5/Building-Community-the-Platform/The-Magic-Potion-of-Game-Dynamics/ba-p/19260Michael Wu, Ph.D , Gamification 101: The Psychology of Motivationhttp://lithosphere.lithium.com/t5/Building-Community-the-Platform/Gamification-101-The-Psychology-of-Motivation/ba-p/21864Michael Wu, Ph.D , The Gamification Backlash + Two Long Term Business Strategieshttp://lithosphere.lithium.com/t5/Building-Community-the-Platform/The-Gamification-Backlash-Two-Long-Term-Business-Strategies/ba-p/30891Roland Hameeteman, Yellow & blue - De juiste mix van inventiviteit en structuurhttp://www.managementboek.nl/boek/9789047004486/yellow-blue-roland-hameetemanJane McGonigall, Reality Is Broken (2011)http://www.ted.com/talks/jane_mcgonigal_gaming_can_make_a_better_world.htmlTim Royle - Guest Blogger, Executive Director ISW, Gamification: Unlocking hiddencollaboration potentialhttps://www-304.ibm.com/connections/blogs/socialbusiness/entry/gamification_unlocking_hidden_collaboration_potential2?lang=nlTED talk Tom Chatfield: 7 ways games reward the brainhttp://www.ted.com/talks/lang/nl/tom_chatfield_7_ways_games_reward_the_brain.htmlOscar Berg - Social Collaboration vs The Existing Communication Culture (14 December 2011)http://www.thecontenteconomy.com/2011/12/social-collaboration-vs-existing.html Sasja Beerendonk social business strategist and user adoption consultant e sbe@e-office.com t @sbeerendonk W thoughtsoncollaboration.com e-office www.e-office.comSasja Beerendonk www.e-office.com 8