The document discusses the importance of understanding game mechanics in driving employee engagement and behavior within organizations. It emphasizes that effective game mechanics go beyond superficial incentives like badges and should meet higher-level human needs such as esteem, belonging, and self-actualization. The author provides insights on how to implement simple game mechanics effectively while cautioning against potential pitfalls and the need for meaningful work.

1. 6000 Greenwood Plaza Blvd
Suite 110
Greenwood Village, CO 80111
303.798.5458
www.aspenware.com
It isn't about badges:
Understanding game mechanics to
drive behavior.

2. Jeremiah
Fellows
Jeremiah Fellows, VP Sales and Marketing, Aspenware|@JWFellows |
j.fellows@aspenware.com | http://www.linkedin.com/in/jeremiahfellows/

3. It isn't about Badges
Understanding game mechanics to drive behavior.
Starting at the Beginning
As a former IT manager for a global electronics manufacturer I have deployed
well designed and architected software that met business objectives. The
software was never used.
As a consultant I see enterprise software projects fail due to lack of employee
engagement as often as projects failing due to budget or technology reasons.
Game mechanics are one way to create an engaging experience that will result in
a more focused and productive employee.

4. What are game
mechanics
It isn't about Badges: Understanding game mechanics to drive behavior.

5. It isn't about Badges: Understanding game mechanics to drive behavior. Starting at the Beginning
Game Mechanics NOT games. They are the
• Principles
• Rules
• Mechanisms
that govern behavior through a system of
• Incentives
• Feedback
• Rewards
with a reasonably predictable outcome.
Game mechanics are not new.
• This factory has gone X days without an accident
• School children's name on the board for bad behavior
• Sales leaderboards, diamond clubs, etc.
Game mechanics are mechanisms that can create powerful participation
engines.
But only if we understand how they work.

6. It isn't about Badges: Understanding game mechanics to drive behavior. Starting at the Beginning
Why are people participating in painful races like
marathons and the Tough Mudder?
Why are people willing to spend large sums of
money to participate in these painful events?
How do these races able to motivate people to
be so focused and engaged?
What motivates people to participate in these races are the same things that
motivate people to
• Buy what they buy
• Interact with the people they interact with
• Get tattoos
• perform tasks at work
People are motivated by activities that meet fundamental human needs. There is no
difference between what motivates a person as an employee, a consumer or a
participant in recreation.

7. Motivation Matters
It isn't about Badges: Understanding game mechanics to drive behavior.

8. It isn't about Badges: Understanding game mechanics to drive behavior. Motivation Matters
Maslow’s Hierarchy of Needs in Wikipedia. Retrieved March 1 2013 from
http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_Needs.svg

9. It isn't about Badges: Understanding game mechanics to drive behavior. Motivation Matters
Higher level needs
• Esteem
• Belonging
• Self-actualization
become powerful drivers of behavior.
Once a person has physiological and safety
needs met promises of additional
physiological and safety (often in the form
of bonus or cash rewards) can de-
motivate.
They do not meet higher level needs.

10. It isn't about Badges: Understanding game mechanics to drive behavior. Motivation Matters
So how is it that painful races meet higher level
needs?
• Esteem – The racer has done something other
people have not done. They get visible rewards (t-
shirts and medals) that allow them to publicize their
accomplishment.
• Belonging – The racer is part of a group of people
that not everyone can belong to.
• Self-Actualization – At some point during a race
every racer hits a wall and fears they cannot make
it. When they push through the wall they
accomplish more than they thought they could, they
believe they have met or exceeded their potential.
It is important to note that it is not necessary for a participant to win to have their
fundamental needs met. The last place finisher is as proud of their
accomplishment as the winner.

11. Where are we now?
It isn't about Badges: Understanding game mechanics to drive behavior.

12. It isn't about Badges: Understanding game mechanics to drive behavior. Where Are We?
What needs are met by this
software?
• Esteem
• Belonging
• Self-actualization
This software is designed to meet business needs but neglects fundamental human
needs that result in engagement and motivation for employees.

13. It isn't about Badges: Understanding game mechanics to drive behavior. Where Are We?
These software packages are
designed to meet the same
business goals.
Only one meets higher level
fundamental needs.
Belonging
Esteem
Self
Actualization

14. Start simple.
It isn't about Badges: Understanding game mechanics to drive behavior.

15. It isn't about Badges: Understanding game mechanics to drive behavior. Simple.
The Microsoft BETA1 game increased the level of participation in Vista beta
testing among employees by 400%.
Simple game mechanics met basic needs:
• Belonging – people are participating in the game together whether they win
or lose.
• Esteem – The leaderboard publicizes positive performance
Game mechanics do not have to be part of a complex long term strategy. Game
mechanics do not need to meet every fundamental human need to be effective.
CAUTION! If the game mechanic is implemented without a story or progession
effectiveness will be limited in impact over time and the number of behaviors
that can be driven.

16. It isn't about Badges: Understanding game mechanics to drive behavior. Simple.
Belonging
Levels
Challenges
Self Actualization
Points
Levels
Challenges
Esteem
Points
Leaderboards
Levels
Metrics
Common game mechanic elements and how they meet fundamental human needs.
Note that the presentation of a simple metric can meet high level needs without a
massive complex implementation. This is true as long as needs, motivation and
business goals are well understood.

17. It isn't about Badges: Understanding game mechanics to drive behavior. Simple
Getting started with your participation
engine:
• Goals – Understand the business goals
you are trying to accomplish.
• Storyboard – Storyboard the
interactions and where the game
mechanics affect a behavior.
• Implement – Implement the smallest
mechanics possible that will meet the
business goal. Don’t use a level or
badge when the presentation of a
number will do.
The more complex and longer term the strategy the greater the need for a well
designed story with increasing levels of difficulty and exploration, more robust
feedback and rewards commiserate with the level of effort.

18. Warning
It isn't about Badges: Understanding game mechanics to drive behavior.

19. It isn't about Badges: Understanding game mechanics to drive behavior. A Word of Warning
• Game mechanics do not result in Pavlovian conditioning.
Badges, levels and stats cannot make up for poorly
designed and meaningless work.
• People will try to game the system. Use your storyboard
to identify potential for cheating.
• Game mechanics can drive both positive and negative
behavior. Make sure the behavior you are incentivizing
does not result in unethical behavior or unintended
consequences.

20. Resources
It isn't about Badges: Understanding game mechanics to drive behavior.

21. Ghost Town
Using Game Mechanics to Build a
Vibrant SharePoint Community
A Word of Warning
Books:
• Total Engagement: Using games and Virtual Worlds to Change the Way People
Work and Businesses Compete. Bryon Reeves and J.Leighton Read
• Drive: The Surprising Truth About What Motivates Us. Daniel Pink
• Predictably Irrational: The Hidden Forces That Shape Our Decisions Dan Ariely
A deeper dive:
• Fogg Behavior Model
• Michael Wu Ph.D.

22. 6000 Greenwood
Plaza Blvd
Suite 110
Greenwood Village,
CO 80111
303.798.5458
www.aspenware.com
Aspenware