Gamify: How Gamification Motivates People to Do Extraordinary Things
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Gamification has emerged as a way to gain that edge and organizations are beginning to see it as a key tool in their digital engagement strategy. While gamification has tremendous potential to break through, most companies will get it wrong. Gartner predicts that by 2014, 80% of current gamified applications will fail to meet business objectives primarily due to poor design. As a trend, gamification is at the peak of the hype cycle; it has been oversold and it is broadly misunderstood. We are heading for the inevitable fall. Too many organizations have been led to believe that gamification is a magic elixir for indoctrinating the masses and manipulating them to do their bidding. These organizations are mistaking people for puppets, and these transparently cynical efforts are doomed to fail.
This book goes beyond the hype and focuses on the 20% that are getting it right. We have spoken to hundreds of leaders in organizations around the world about their gamification strategies and we have seen some spectacular successes. The book examines some of these successes and identifies the common characteristics of these initiatives to define the solution space for success. It is a guide written for leaders of gamification initiatives to help them avoid the pitfalls and employ the best practices, to ensure they join the 20% that gets it right.
Gamify shows gamification in action: as a powerful approach to engaging and motivating people to achieving their goals, while at the same time achieving organizational objectives. It can be used to motivate people to change behaviors, develop skills, and drive innovation. The sweet spot for gamification objectives is the space where the business objectives and player objectives are aligned. Like two sides of the same coin, player and business goals may outwardly appear different, but they are often the same thing, expressed different ways. The key to gamification success is to engage people on an emotional level and motivating them to achieve their goals.
current gamified applications will fail to meet business objectives, primarily due to poor design. This points to the number of bleeding-edge adopters that are getting it wrong. While that may sound like a dismal forecast for gamification, it is simply a stage that most emerging trends or technologies pass through. Since 1995, Gartner has used the Hype Cycle tool to track trends and technologies as they mature, and the path they take is both common and predictable.6 Gamification is one of more
being quick returns or long-term growth. Each group has different goals and motivations, but once fictitious characters have been created to represent them, it’s easier to identify their different goals and motivations. It’s also then possible to have more focused discussions about each persona. When Jessica’s team completes the YakTrade audience profile, they generate four personas: Daniel is a single thirty-six-year-old architect with a high income who is saving for his retirement. His
system. 9 Managing for Success Gamification projects must be proposed, funded, and managed just like any other change initiative. The broader topic of managing change projects is outside the scope of this book, and there are many other excellent resources on the topic. For now, let’s focus on the areas where gamification projects differ from other change initiatives. The most important difference in gamification projects is in the design approach, and the specifics will be explored in
used to motivate people to achieve their goals. They are exemplars of the three broad areas where gamification is most successfully used: developing skills, driving innovation, and changing behaviors. Gartner refers to cloud, mobility, social, and information as the nexus of forces that are driving transformational change, and each of these has played a huge part in the rise of gamification to date. Foursquare, the original standard-bearer for gamification, leveraged all of these trends and
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