A day at the beach. Engaging large organisations with physical gamification
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A day at the beach. Engaging large organisations with physical gamification. Keynote at Gamification Europe 2018
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A day at the beach. Engaging large organisations with physical gamification
- 1. a day at the beach NOVEMBER 26, 2018
- 2. a day at the beach
- 7. we don’t stop playing because we get old, we get old because we stop playing
- 8. Michiel van Eunen Experience Designer www.linkedin.com/in/michielvaneunen www.twitter.com/michielvaneunen (Gamification Designer)
- 10. PROBLEM SOLVING FUN IN CONTROLCLEAR GOALS IMMEDIATE FEEDBACK CHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAIL EMOTIONALLY INVOLVED LEARNINGEXCITING CLEAR EXPECTATIONS HARD WORK AUTONOMY MASTERY USE ABILITIES PURPOSE PRIDE RELATEDNESS PERSISTANCE SURPRISE CURIOSITY ENGAGING FLOW IMMERSION RESPECT COMPETITION COOPERATION
- 11. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION
- 12. you discover more about a person in an hour of play, than in a year of conversation - plato
- 13. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION stuff I see happening during games effects / impact / result / learning HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS
- 14. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION stuff I see happening during games HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS game what others see effects / impact / result / learning
- 15. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION stuff I see happening during games effects / impact / result / learning HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS game lens of reflection
- 16. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS
- 17. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS
- 18. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS
- 19. PROBLEM SOLVING FUN IN CONTROL CLEAR GOALS IMMEDIATE FEEDBACKCHALLENGING LEARN FAST USE SKILLS AND TALENTS WILLING TO ‘GRIND’ FREE TO FAILEMTIONALLY INVOLVEDLEARNING EXCITINGCLEAR EXPECTATIONS HARD WORKAUTONOMY MASTERY USE ABILITIES PURPOSE PRIDERELATEDNESS PERSISTANCE SURPRISE CURIOSITYENGAGINGFLOW IMMERSION RESPECT COMPETITION COOPERATION HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS HIERARCHY TEAMWORK CORE VALUES TEAM DYNAMICS COMMUNICATION CULTURE TRUST RESPECT FLEXIBILITY RESPONSIBILITY INITIATIVE PATTERNS
- 21. a day at the beach NOVEMBER 26, 2018 MICHIEL VAN EUNEN, EXPERIENCE DESIGNER
Editor's Notes
- This is story about how I got 20 top-level managers naked, stripping down their clothes in front of a 100 colleagues In a temperature just above freezing point. For you, I hope I can manage my time during this talk, because at the end I’ll have a picture to prove this.
- A day at the beach is an actually expression. It’s like ‘ A walk in the park’ It’s being used as a metaphor for something easy, enjoyable. The thing is – an with this I am already giving away the point of my talk – quite often, things that look easy, are not always easy. Actually I went to the beach, a few weeks ago, with my 7 year old son. On the beautiful Dutch isle of Texel. On the north point, just below the red light house, there is a huge beach. And from the moment we stepped on to the beach, he started playing with sand.
- This playfulness is something we are naturally drawn to. He immediately puts his hands in the sand and starts digging At the same time, there were numerous other people on the beach. All aduts. Do you think they were all digging? You very rarely see 40 adults digging sand at the beach with their bare hands
- I made them do it.
- I also let them build sandcastles. And you know what? They love it.
- That afternoon, we made a great sand castle.
- we don’t stop playing because we get old, we get old because we stop playing Luckily, more and more companies and organizations see this Play and playing, is more and more accepted. Not only for fun.
- Wo am I I am Michiel van Eunen A 43 year old Experience Designer at Performance Solutions. Nowadays the most of my time, I spend on designing and playing ‘Experiences’ with groups of people, From management teams of 6, to workforces of over 9000 All of these experiences use ingredients from games You might have seen that I put ‘Gamification Designer’ between brackets. That has a few reasons First of all, you can have a debate on what ‘Gamification’ is. In the narrow sense it is the use of game elements and game principles in a non-game context. And although it’s correct, and we need to have definition, I prefer to look at it from a different perspective. What we’ve seen over the last few years, is that great things have been achieved when using games, serious games, elements & ingredients from games in real life. That is to say, in business, in employee engagement, in health care, in learning. Too me, what is important, is to what purpose you would use ingredients from games. What is important is that there are people and organizations out there, that skilfully use their knowledge and experience, and all that they learned. to create stuff 3,5 years ago, my current ‘boss’ (he really doesn’t like to be called boss), employed me as ‘gamification designer’ So I asked him what he expected of someone who does ‘ gamification’ And he said ‘ Well, I guess.. To make the programs we do with clients more fun and competitive.’ To the untrained eye, things that look simple, are not always simple.
- I love to get people to play In the last 13 years I developed,staged and played over 50 different formats (or experiences) To be honest, when I started, it was mainly about fun. We positioned ourselves as an event company, And we catered several groups per week. This howvever, gave me a great opportunity. Because I witnessed groups playing over 100 times per year. I began noticing what happened when people were playing. ‘fun’ – I could see that. And ‘competition’, surely.
- Over time I saw patterns emerging. I saw the same things happening over and over again. Some of them I could pinpoint, and name Some om them not - at that time. [examples] What do I do – as a designer – as the designer of the game, the director, or even – the puppetmaster – to make this happen?
- I also noticed that most of these elements – to a greater or lesser extent - were in the fabric of every game. You could hardly say that a game was ‘about’ communication. Or that an avent was ‘about’ team building There was soooo much happening. In the games, between people This is where I realised the great potential of playing. And I discovered this quote by plato.
- Before I had my event company, I had been educated as primary school teacher, and I had been giving training in retail for over 5 years. Now I saw the overwhelming potential of playing. With so many things going on in games, and especially between people, I knew there had to be effects. (impact, results, learning) [examples] But the results where not explicit There was a lot of potential, but the results were not explicit. But that doesn’t mean they’re not there
- As you can see, it already gets pretty cloudy. There’s a lot of magic happening in / during games And there is a lot we can learn from it. But it’s not really clear. Sometimes, things that look simple, are not really that simple Because the thing people see, is a bunch of adults playing a game. Building a sandcastle, for example [Last year I made a game called ‘Into the Woods’, where I had 100’s of people running through the forest, battling each other, forming alliances, sabotaging, shouting, singing, pushing their boundaries like there was no comfort zone. And we had people stripping to the bone (in front of a 100 colleagues, in a temperature just above freezing point.) Others might see a bunch of people building a sand castle. I see people playing a well constructed game. A game where a lot of magic happens. Stacked with observable behaviour. With a great potential for massive result
- To get some clearness, you need focus. And that is where the real magic happens So far, you have been playing a game, you’ve built your sandcastle. And then. You use the lens of reflection (Directly) after the game you look back on what happened during the game, with the people who played it. For this, you need and excellent facilitator, Someone who understands and can pinpoint what they observe The facilitator is the one who sets the focus, If you just played a thrilling game with your team – and you ask ‘What was this game about’, you might get a list of over 20 items You can easily write 2 flip over papers full of possible answers. And although the game could easily have been about those 20 items, you might want to focus on just one or two of them. If you want it to be about company culture, than the game was about company culture If you want it to be about bridging the gap between self-interest and company interest than the game was about bridging the gap between self-interest and company interest If you want it to be about diversity and inclusion, than the game was about diversity and inclusion. A great trainer, a great educator, a great facilitator can ask the right questions, and steer towards a specific result, a specific impact. By asking the right questions And by starting with the result in mind.
- So, that is what we do. This is the place where all good gamification design starts. We want to define what the outcome should be. What is the behaviour we want to change? What patterns do we want to brake What ‘problem’ do we want to address, or even solve., What insights do we want to give What do we want to move in people? It starts with that red dot. And all of my gamification colleagues here know, and agree, that the work starts here You start with the end in mind. And from there, you work your way back If I want this as an outcome, than I should use this and this specific reflection, on this and that observable behaviour, triggered by this and that (bits of) the game
- At this point, you start to build the game. And I can assure that it’s not enough to use the element ‘competition’ or ‘fun’. Game Designers and Gamification Designers use wide array of ingredients. (Just like) when you go to a restaurant, you can assume that the chef in the kitchen, uses more ingredients than just salt, pepper. Gamification Designers can choose from a wide variety of elements, mechanics, dynamics an designtools. This little picture happens to be ‘The Periodic Table of Gamification Elements’ by Andrzej Marczewski, and there are similar tools of great experts here ate the conference: The Gamification design card deck by Gamification Nation The Playful Card-Based Tools for Gamification Design by Marigo Raftopoulos The card deck by Bernardo Letayf The Playful Design Canvas by Willem-Jan Renger I use them all. And just like the chef in the kitchen, it’s not enough to just know the ingredients. It’s to know what happens when you put them together It’s all about balance.
- And it also about experience. If I put a certain ingredient into a game - for instance sabotage: I put in the option to sabotage other teams – I do that under a number of conditions. Because of experience, I can foresee to a certain level, how and when people will sabotage. I define to what level I allow sabotage, the risk it will cost, the effort, the penalty I will give. I have to take all kinds of conditions into account; the people; player types, cultural differences, current status. And this is basically 1 element I’m talking about In the context of the game, the observable behavior I get from it, they way I want to use it in the reflection, and the result I’m aiming for. Meanwhile, you have to anticipate a lot of scenario’s: What things could happen during this game (and you will always be surprised). You need to know about game design, but also about psychology, behavioral economics, team dynamics, etc, etc. If you just walked in here and saw this picture, you would probably either be impressed or daunted. Or both. Thinks that look simple, are not always that simple. This is my kind of Gamification Design. And - as you can see - it is not exactly a day at the beach
- It may look like it. But, the next time you see people building a sand castle.... It might be that they’re just playing around, and having fun, Or - without them even knowing maybe, at that time – they are building a better future.