How gamification resembles good management.

1. Name of the gamification
Jyrki J.J. Kasvi
Finnish Information Society Development Centre TIEKE
Parliament of Finland
The European Christian Internet Conference, June 9th 2015

2. A portrait of a gamer
 Motivated
 Goal directed
 Concentrated
 Competitive
 Persistent
 Tenacious (obstinate)
 Social
 Happy
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CC2.0AttributionSergeyGalvokin,sharealike,generic

3. Social
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4. Social
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me

5. Social
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me
Virtual organisation leadership skills are sought after in work life!

6. What is a game (with internal motivation)?
 A game has rules
 A game has challenging goals
 A game has alternative outcomes (vs. a story)
 Players´activities influence the outcome (vs. chance)
 Players have freedom to act to influence the outcomes
 A game has interaction between the players and the environment
 Success is being measured and compared
 Players are given feedback of their success
 In a game your skills evolve and you advance (motivation)
 Game challenge and player competencies are in balance
 A game has winners (and losers) (individuals or teams)
 A successfull game player is rewarded (with prestige at least)
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Actually, gaming looks like a well managed job
Eve Online

8. Gamification
 Applying game mechanics outside games in order to
motivate and involve people
 Game-like activity motivates and
directs acitivities
 What you measure is what you get
 What you give feedback on is what you get a lot
 What you reward, you may get too much
 Boring stuff does not miraculously become
fun by gamification
 May require reorganisation and redefinition of tasks to be gamified
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10 points
to Gold Badge

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What you measure is what you get

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km/l
What you measure is what you get

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km/l
What you give feedback on is …

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The power of feedback!

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Instant feedback!
• Comparison with earlier performance
• Comparison with others
• Economic rewards
Reduced electricity consumption!

15. Gamification resembles good management
 Definition of goals
 Measurement of results
 Comparison with earlier performance
and others’ performance
 Instant direct feedback
 Encouraging cooperation
 Making development visible
 Public rewards
 Increasing challenges
 Freedom of action to address the challenges
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17. Gamification over
 Game rules may have errors
 Follow, what kind of activities ”the game” really
leads to and adjust the rules accordingly
 A game may be cheated
 Follow, what really happens in ”the game”
 A game may manipulate people unethically
 Ask, do people understand how ”the game” influences their behavior
 A game bores people if it does not advance
 ”Game” content and challenges must evolve with the players’ competencies
 Gamification success only if ”the game” is a good game
 Making a good game is very difficult
 Nothing is as boring as a bad game
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18. 30.9.2010 www.kasvi.org 18
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