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1 Business Information Review Gamification: Making work fun, or making fun of work? Steve Dale Business Information Review : 82 DOI: / The online version of this article can be found at: Published by: Additional services and information for Business Information Review can be found at: Alerts: Subscriptions: Reprints: Permissions: >> Version of Record - Jul 17, 2014 What is This? Downloaded from bir.sagepub.com by guest on August 8, 2014

2 Article Gamification: Making work fun, or making fun of work? Business Information Review 2014, Vol. 31(2) ª The Author(s) 2014 Reprints and permission: sagepub.co.uk/journalspermissions.nav DOI: / bir.sagepub.com Steve Dale Collabor8now Ltd, UK Abstract Gamification is about understanding and influencing human behaviours that organizations want to encourage amongst their workforce or customers. Gamification seeks to take enjoyable aspects of games fun, play and challenge and apply them to real-world business processes. Analysts are predicting massive growth of gamification over the next few years, but is there any substance to the benefits being touted? This article takes a critical look at the potential of gamification as a business change agent that can deliver a more motivated and engaged workforce. Keywords Behaviour, business, change agent, customer engagement, digital engagement, engagement, enterprise, enterprise gamification, gamification, knowledge sharing, motivation, productivity, social gamification, staff motivation, workforce culture Introduction Organizations continue to search for the silver bullet solution that will deliver improved employee and customer engagement, facilitate more effective collaboration and stimulate innovation. Is Gamification the answer, or is it just one more over-hyped and fashionable trend that promises much but delivers little? Gamification has recently bubbled to the top of the Gartner hype cycle (see and there is growing evidence that it is driving measurable productivity improvements across a range of industries, and is being successfully deployed as a business improvement change agent. Old school companies like DirecTV, 1 Volkswagen 2 and Nike 3 have fully embraced the concept. The gamification industry itself is seeing massive growth and is predicted to be worth 3.4 billion ($5.5 billion) by 2018, 4 which would infer that it is more than just a passing fad. This article explains what gamification is and seeks to answer the following questions: 1. Does gamification have a place as an effective business change agent? 2. Can gamification encourage knowledge sharing behaviours and better employee engagement within and across the enterprise? What is gamification? The term gamification has been used since around 2003 as a way to influence online and real-world behaviour. Software applications or mobile apps encourage people to do a variety of things sometimes play games, sometimes respond to particular stimuli or situations with rewards for users exhibiting the right behaviours. Gamification makes a game out of something and game design has certain conventions. Every game has to have rules, tools, mechanics and players. Rules and tools are specific to each game, dependent on what outcomes are desired. The players are either employees or exist outside of the corporate firewall. Therefore there are two main types of gamification enterprise gamification and social gamification. The most common game mechanics are: achievements (Experience points, Levels, Bonuses etc.); exercises (Challenges, Discoveries etc.); synchronizing with the community (Leaderboards, Collaboration etc.); result transparency (Experience bars, Continuous feedback etc.); time (Countdown, Speed etc.); luck (Lottery, Random Achievements etc.). Gabe Zicherman and Christopher Cunningham published a book entitled Gamification by Design, 5 which Corresponding author: Steve Dale. steve.dale@collabor8now.com

3 Dale 83 Figure 1. The Gartner Hype Cycle. 7 defined Gamification as: The use of game thinking and game mechanics to engage users and solve problems. More recently, the academic world began taking an interest in this topic and a paper 6 by Sebastian Deterding, Dan Dixon, Rilla Khaled and Lennart Nacke came up with the definition: The use of game design elements in nongame contexts. Both definitions attempt to distance the term gamification from the world of video game-playing and apps such as Angry Birds or Candy Crush that have no business context, and at the same time inferring an element of fun. Having fun in the workplace, however, is not something that many traditional C-level executives will associate with productivity or efficiency, and it is unfortunate that the term gamification will more likely invoke the same reaction that social media did when it entered the standard lexicon, as being more associated with frivolity and time wasting. It is only now, several years later, that social media is beginning to be accepted as a fundamental component of organizational learning and the development of knowledge networks. But before we get bogged down with definitions, let us think about the purpose and objectives of gamification. The key purpose is to engage and encourage participation; it is about understanding (and utilizing) the triggers that affect behaviours, or in other words, the application of psychology to influence outcomes. Whether we realize it or not, we already encounter the principles of gamification in just about every aspect of our lives, for example, loyalty cards for petrol or groceries, bonus payments, energy saving schemes, squash/bridge/ tennis rankings. It is not just about gaining points or trophies. It can also be the avoidance of penalties for example, the surcharge applied by some companies if paying a bill by credit card, as opposed to using a debit card or standing order. These companies want to reduce their administration costs, so they need to influence the behaviour of their customers to adopt a process that is potentially more beneficial to them the organization than the convenience of their customers. Gamification: Hip or hype? Gamification has been tracked on Garner s Hype Cycle since 2011 (see Figure 1). Its latest update shows gamification at the very top of the Peak of Inflated Expectations. It is still seen as 5 10 years out from its plateau, but also dangerously close to the Trough of Disillusionment. Perhaps accordingly, more and more effort is being made by vendors to move away from the term gamification, particularly in the enterprise space, and instead focus on terms like employee engagement and motivation. Executives might argue that gamification sounds as if they are trivializing enterprise software, but who is going to argue against a

4 84 Business Information Review 31(2) product that promises more engaged and motivated employees? According to Gartner: 8 Organizations will allocate 2.8 billion USD (1.7 billion GBP) in direct spending on gamification by Eighty per cent of current gamified applications will fail to meet business objectives, primarily due to poor design. Over 1,400 global organizations will deploy gamification applications for employee performance, healthcare, marketing and training in By end of 2014, 70 per cent of large companies will have some application of gamification at work within their organizations, with the projects driving as much as 50 per cent of innovation. So a bit of a mixed message. On the one hand there appears to be significant demand for business gamification applications, and on the other hand a significant risk of failure to meet business objectives, that is, failure to execute. Gartner identifies inflated expectations and implementation failures on the general market confusion about the term gamification. It recently offered the following definition to clarify what it is and what it is not: Gamification is: the use of game mechanics and experience design to digitally engage and motivate people to achieve their goals. The key elements of the definition are: Game mechanics describes the use of elements such as points, badges and leaderboards that are common to many games. Experience design describes the journey players take with elements such as game play, play space and story line. Gamification is a method to digitally engage, rather than personally engage, meaning that players interact with computers, smartphones, wearable monitors or other digital devices, rather than engaging with a person. The goal of gamification is to motivate people to change behaviours or develop skills, or to drive innovation. Gamification focuses on enabling players to achieve their goals. When organizational goals are aligned with player goals, the organization achieves its goals as a consequence of players achieving their goals. A brief history The concept behind gamification long precedes the emergence of the term although its spread was only possible when the digital games industry had matured and after a generation of gamers was fully active in their working lives. The proliferation of digital media, social networks and other popular Web 2.0 applications have also created the environment that helped the dissemination of a movement that, despite all the criticism, became known as gamification. The following is a brief chronology, based on an extract from Daniel Griffin s White Paper: Gamification in e-learning s While early gamification was being used in practice worldwide through schemes such as frequent flier miles, cereal toys, and green stamps, gamification itself had not yet been cemented as a term. The 1980s saw the first academic papers and commercial books around gamification, specifically aimed at the gamification of learning. 1990s As computers began entering the classroom, so too did more advanced gamification techniques. Games such as Math Blaster and The Incredible Machine were introduced to children to great effect. However, criticisms were made that the games themselves were too difficult to link with the curriculum or were too focused on the repetitive practice of a small set of skills such as addition and subtraction. 2002/2003 The term gamification was first used by Nick Pelling 10 to describe his work as a consultant for making hardware more fun. The Serious Games Initiative (SGI), a group that saw the creation of several serious games for the US military, was inaugurated. The first gamification consulting firm Conundra appeared. While the company did not last long, it was the first of its kind to offer a service that gamified consumer products and incorporated enterprise gamification The Games for Change (G4C) initiative is launched; G4C specialized in using games for social impact. The most famous example is G4C s Peacemaker, which allowed players to take a side in the Arab/Israeli conflict to show the difficulty from both perspectives. The game s main objective was to inform players of the social issues in play The first modern gamification-systems were implemented in 2005 by Bunchball, an American company founded by Rajat Paharia. Bunchball was the first company to offer a platform for organizations to create a gamified process using pre-made elements such as points, leaderboards and badges.

5 Dale 85 Figure 2. The Science Behind Gamification Gamification became a popular term in 2010; this is mostly due to the increase in interest from the Internet, an example being several videos from the DICE conference on gamification going viral, further increasing the knowledge of the term Inaugural gamification summit held in San Francisco attracted nearly 400 attendees. Oxford Dictionary added gamification to its word of the year shortlist defines gamification as the application of concepts and techniques from games to other areas of activity. Gartner began to track Gamification on its technology Hype Cycle. Corporate gamification takes off. The success of gamified applications like Foursquare inspires many large corporates to jump on the gamification bandwagon. In 2011, global revenue from gamification marketing, software, and consulting reaches nearly $100 million, according to M2 Research More organizations are experimenting with the techniques but opinion is still largely divided over its effectiveness. This feeling of experimentation and failure can be summarized by Gartner who says that by 2014, 80 per cent of current gamified applications will fail to meet business objectives primarily due to poor design. In August 2012 Coursera launched a Massive Open Online Course (MOOC) on gamification. The course attracted over 80,000 registered students. 2013/2014 Coursera repeats its gamification MOOC, attracting 66,000 students in 2013 and 70,000 registration for its January course. M2 Research predicts that Gamification will be a $2.8 billion industry by The science Gamification is much more than simply rewarding points and badges; it is about understanding and influencing the human behaviours that companies want to encourage among their users. Gamification is founded in the fundamentals of human psychology and behavioural science, and rests on three primary factors: motivation, ability level and triggers (see Figure 2). For a behaviour to change, three things have to be present:a trigger, theability to do the behaviour, and motivation. And the last two, motivation and ability, are trade-offs. That means if you have low amounts of ability, you need to have more motivation. If you have low amounts of motivation, you need to make the behaviour steps really small. When done correctly, gamification provides an experience that is inherently engaging and, most importantly, promotes learning. The elements of games that make for effective gamification are those of storytelling, which provides a context, challenge, immediate feedback, sense of curiosity, problem-solving, a sense of accomplishment, autonomy and mastery. Typical components of a gamified application include: 1. Points points are allocated for specific high value behaviours and achievements. 2. Achievements provide positive reinforcement for high value user behaviours. 3. Levels signify levels of engagement and act as gateways into new challenges. 4. Missions used to create a set of behaviours that will enable users to unlock specific rewards. 5. Contests a combination of missions that reward those who finish most quickly or effectively. 6. Leaderboards introduces a sense of competition by letting people know where they stand relative to their peers. 7. Notifications to encourage engagement when users perform a desired action. 8. Anti-Gaming Mechanics used to set limits on how often a behaviour can be rewarded. One of the dangers when considering each of the above game components is the compulsion to design the game around the features available, rather than thinking first about the user and the behaviour that is to be encouraged (or discouraged). Good gamification design should be user-centric and not mechanism-centric. Motivation The first and possibly most obvious point to make is that we are all different, and what motivates one person may have the opposite effect on someone else. To this end, it is important to recognize different motivational triggers and personality types.

6 86 Business Information Review 31(2) Figure 3. Social Engagement: Who s playing? How do they like to engage? Dr Amy Jo Kim s work 12 in this area provides a useful reference, and identifies four types of motivational behaviour (see Figure 3): Express: self-expression is a key driver for modern social gaming and social media and a major motivator for engagement and purchases/monetization. People who enjoy self-expression are motivated by gaining a richer palette and greater abilities to showcase their creativity and express whotheyare. Compete: competition drives social gameplay AND self-improvement (competing with yourself to improve your own metrics). People who enjoy competition assume everyone likes competition, but that is just one among many motivators and often not the best. Explore: exploring content, people, tools, and worlds can be a rich and rewarding activity. People who enjoy exploring are motivated by information, access and knowledge; stand-alone points will not mean anything to them. Collaborate: collaboration and collective action are a purposeful, non-zero-sum way of socializing. From Facebook likes to Kickstarter projects, collaboration is driving many of today s most innovative and influential social systems. People who enjoy collaboration like to win together with others, and be part of something larger than themselves. Extrinsic versus intrinsic rewards Activities are intrinsically motivating if they help you fulfil your inherent desire for personal growth by achieving some kind of competence ( I am good, getting better, mastering this ); if they help learners feel they are working towards their own set of goals with some amount of autonomy ( I am in control and doing things that match my values ); and if they contribute to the sense of relatedness that learners feel by being part of a group, or some kind of purposeful movement larger than themselves ( I am a part of something here that I think is kind of cool or important ). Extrinsic motivation, on the other hand is all the trifling enticements and punishments that are used to make

7 Dale 87 Table 1. Extrinsic vs. Intrinsic Rewards. Extrinsic Money Points/Badges/Trophies Prizes Penalties Quests Progress bars Intrinsic Recognition Personal Achievement Responsibility Power Fun Mastery subjects do what they are told to do: salaries, grades, threats of prison time, as well as points, badges, leaderboards, and other tools of gamification. Table 1 gives some examples of extrinsic and intrinsic rewards. To further illustrate the difference between extrinsic and intrinsic reward mechanisms, we can look at an extract from Mark Twain s Adventures of Tom Sawyer. Inthis scene, Tom s aunt orders him to whitewash a fence as punishment for playing truant from school. He does not relish this so he tricks several of his friends to do the job for him by convincing them that the task is so enjoyable that he does not want their help. The boys beg him to let them take over they even pay him with twelve marbles, a piece of blue glass to look through, a kite, a key that would not unlock anything, and a dead rat he could swing from a string. Twain wrote: Tom had discovered a great law of human action, namely, that in order to make someone covet a thing, it is only necessary to make the thing difficult to attain. If Tom had money, he might have tried to buy his way out of his plight, an extrinsic reward. Although they would have benefited from the cash, their hearts would not have really been in the task, which they would have categorized as work. Instead, Tom served up an intrinsic reward, by convincing his friends that whitewashing a fence was fun. Having started the task, they would convince themselves that it was fun, and not work, and therefore avoid cognitive dissonance. 13 Perhaps the last word on motivation and rewards should come from Professor Jesse Schell: 14 Many studies have shown that if you bribe someone to do something, they always come to hate that thing. So the use of extrinsic incentives (e.g. points, badges, perks, money, etc.) will decrease a person s intrinsic motivation and ultimately lead to the resentment of the gamified behaviour (i.e. gamification backlash). Gamification in the workplace Companies deploying gamification fall into two main categories: Consumer and service organizations that are looking for improvements to their loyalty solutions, and companies that want to find the right employee engagement tools. These are just some of the benefits a company can hope to achieve through a well-implemented gamification strategy: increased motivation and productivity of employees; alignment of goals and expectations of employees, stakeholders and customers with the company s goals; employees fully engaged with new company initiatives; employees converted into advocates of the company. A problem faced by many companies, however, is getting things done within legacy structures and cultures that often unwittingly inhibit the free flow of knowledge and expertise. Resistance to change can be endemic; business processes remain locked and impervious to improvement. However, there is growing evidence that, given the right incentives, people and behaviours will change. Perhaps surprisingly these incentives do not have to be financial; there are many other triggers that can deliver more effective knowledge sharing and encourage employee and customer loyalty. A gamification strategy aimed at increasing employee engagement could consider the following triggers: visit specific pages on the company s website (e.g. the corporate blog, a bulletin board...); share news of the company in social networks; follow the company on social networks; participate in surveys; participate in a contest (photos, texts or images); comment on blogs and discussion forums; download any type of corporate material. As mentioned earlier, it is best to avoid giving financial incentives and rewards since this is more associated with normal work as opposed to fun an important element of any gamification strategy. However, the gamification software must be able to track and measure these activities, for example, number of Likes, number of comments, number of downloads etc. But do not limit the incentives to extrinsic rewards such as points, badges and trophies, which are fairly one-dimensional. Consider also the behaviours that are driven by intrinsic rewards (see Table 1). Involving the users in the gamification design is essential, and should enable the right balance to be achieved between extrinsic and intrinsic reward mechanisms. Companies that want to boost their internal training programmes are also looking at gamification as a way to increase engagement and friendly competition. The willingnesstoplay,tofail,andtotryagain,couldbesaidto be the essence of what makes learning a compelling activity. These types of rewards need to be much more frequent than the annual review/award, and encourage staff to always be working towards achievements. The engagements need to focus more on emotional experience in order to keep people with short attention spans properly interested. When done well, gamification can be used to

8 88 Business Information Review 31(2) shapeuserinteractionsandtopushpeopletogofurther,to build up streaks of learning, and to condition behaviour. Some examples of where gamification is being used for business improvement or environmental change: At Google, engineers have been able to spend an in-house currency called Goobles on server time often a scarce resource at Google. SAP created a game to encourage workers to carpool in order to reduce the company s carbon footprint. DirecTV 15 introduced a gamification portal to encourage knowledge sharing through lunch and learn presentations. Foldit 16 engages users in a collective for querying and analysing data to solve scientific problems. DevHub 17 applied gamification techniques by giving rewards to participants who completed certain tasks on the site. They increased user engagement by 70 per cent. Deloitte training programmes using Gamification took 50 per cent less time to complete and kept more students involved than ever before (source: Huffington Post). Marketo layered Badgeville 18 games on their community and achieved 67 per cent more engagement, 51 per cent more active members and 10 per cent more engagements per member. Recycle Bank and Opowerl increased recycling by 20 per cent and reduced carbon emissions. Engine Yard increased the response rate for its customer service representatives by 40 per cent after posting response-time leaders for employees to see (source: Society for Human Resource Management). JOIZ, a Swiss television network, increased sharing by 100 per cent and social referral traffic by 54 per cent with social infrastructure and gamification technology (source: Gigya). 19 Spotify and Living Social replaced annual reviews with a mobile, gamified solution. Over 90 per cent of employees participated voluntarily (source: Huffington Post). Halton Borough Council has introduced RFID tags on bins to provide accurate tracking of the recycling efforts of each household. Points are awarded based on the weight of recycled products. The points can be redeemed at local businesses for goods and services. One obvious question about gamification in the workplace and the examples given above, is whether these behaviour changes are sustainable over the long-term? Only time, observation, research and publications will tell. Implementation good practice While gamification has the potential to become an integral part of the workplace, it must be done right. Considering how difficult it is to build a hit game, it should come as no surprise that building successful gamification within a work environment is no different; there are many more ways to do it wrong than right. From small mistakes that waste your time to disasters that can turn users against you. Tony Ventrice 20, lead game designer at Badgeville, suggests a few tips and suggestions on how to avoid the most common implementation problems: Plan before you implement Gamification should be well understood and planned out prior to implementation. Some points to consider during the planning process include: Be sure your organization s goals for using gamification are clear. This is an especially important step to take before getting too deep into the effort. It is far better to determine all of the goals of a gamification programme during the beginning stages. Think carefully about your company culture. What types of rewards will motivate employees, and how can you build out a recognition programme that ties into the prevailing culture. Focus on what behaviours you are trying to encourage or discourage first, and work backwards from there. Identify the activities and triggers that are most likely to influence the behaviour change you wish to achieve. Changing the rewards system periodically will ensure employees remain engaged and not get bored with the same old options. Do not develop game mechanisms that dole out points and badges like sugar pellets every time the user hits the right lever. Do not game the workers. Companies need to design game systems that enhance work rather than exploiting their workers. Do not use money as a motivator Despite what many people assume, rewarding employees with money is one of the worst ways to motivate them. Research, as summarized by Daniel Pink s famous TED talk, 21 states that extrinsic rewards rarely work. Introducing money automatically makes the activity about money other motivations, such as taking pride in a job well done or collaborating as part of a team, are set aside. Your employees will assess the work asked of them as a cold financial proposition. Money has a way of changing the context of a situation; too little is insulting and demotivating; too much is stressinducing and kills creativity. Look for what your employees inherently value: things like their ability to demonstrate unique skills, overcome tough challenges, accomplish goals. Build a system of public reputation for success.

9 Dale 89 Make it look professional Just because gamification borrows game design techniques does not mean it needs to look like a game. The basic concepts are simple: measure behaviours, set milestone goals, visualize accomplishments (badges, etc.), but even with such a simple premise, there are many options. With an audience of children, bright colours and a Wild West theme might be perfect. But in the workplace, a theme should be consistent with corporate style and standards. Imaginative analogies can add colour, for example guru or blackbelt for someone who answers most customer questions. Take extra effort to ensure that the reasons for recognition are clearly communicated. If Phil earns a badge for being the top community contributor, let everyone know what he has contributed, over how long and (if possible) what value this created. Do not disrespect existing programmes When introducing any new engagement programme, you are going to encounter doubt. Your employees will ask: Why is this better than what we are already doing? This is especially important when you consider existing status systems, such as job titles. Everyone knows that a senior manager is in a higher position and has more responsibility than a junior manager. If you are going to introduce a new system that enables a junior manager to outrank a senior manager, that programme needs to be specific. A junior manager might be more proficient in a particular activity, or have more exposure to a particular process, so recognizing those things specifically is acceptable. What is not acceptable is showing the junior manager as being better than the senior manager without contextual explanation. Another consideration is removing pre-existing cash incentive programmes. A recognition system that focuses on rewarding talent and success is probably going to work better than a cash incentive system, but not if people interpret the switch as costing them money. Do not phase out a cash incentive programme at the same time as the new programme is introduced. And certainly do not position the new programme as a replacement. Do not use the wrong motivators People want to feel like they are making progress, but there are different ways of creating a sense of progress. At a simple level, demonstrating structure and task completion helps employees feel like they are getting things done. But there is a fine line between success-tracking and micromanaging. For many employees, particularly those in more advanced, creative, or dynamic positions, a more compelling level of social recognition is needed. There are two opposite motivational approaches at this level: competition and cooperation. Competitive employees want leaderboards and competitions. They thrive against opposition. Cooperative employees want all the social status of victory and talent but shrink from direct and confrontational competition. Do not measure weak behaviours How do you recognize employees for their contributions in a meaningful manner? All too often, the response is to identify the basic activities an employee engages in on a daily basis and count them. But there is a problem in most cases, quality is more important than quantity. Rewarding employees for sending s, leaving comments, or posting blogs might have the exact opposite to the effect you want: You might find your business swamped in poorquality content that hurts the credibility of your gamification initiative and the company overall. Conclusion Gamification is being touted as a way to immerse more enterprise users more deeply in business processes and tasks. Gamification borrows heavily from interactive and reward and recognition elements from online games, and if done correctly maps them to business goals to drive engagement, interactivity, participation, and (hopefully) better results. The thinking is simple: the more interesting it is, the more likely people are to engage. There are, however, two conflicting trends emerging: on the one hand analysts are predicting that organizations will allocate 2.8 billion USD (1.7 billion GBP) in direct spending on gamification by 2015, and yet also predict that 80 per cent of Gamified applications will fail to meet business objectives (Gartner). At its core, gamification is about engaging people on an emotional level and motivating them to achieve their goals. One way to motivate people is to present them with compelling and personalized challenges; encourage them as they progress through levels, and get them emotionally engaged to achieve their very best. This all sounds very good, but I strongly suspect that implementers will place more focus on aspects of the technology and the mechanics (bells and whistles) of gamification applications than engaging with (and understanding) its potential users. After all, technology is relatively simple to understand whereas people are far more complex. The long and painful history of failed projects usually stems from the tendency to focus on technology first and people (users) second. So, to answer the two questions I posed at the beginning of this piece: 1. Does gamification have a place as an effective business change agent?

10 90 Business Information Review 31(2) 2. Can gamification encourage knowledge sharing behaviours and better employee engagement within and across the enterprise? I believe the answer to both is yes...but as with any new product or service, it really comes down to how it is implemented. User involvement in the design and implementation of a gamification strategy is essential. Otherwise users (employees, customers, stakeholders) risk being gamed or manipulated, which could ultimately bring about the opposite behaviour to what was originally intended, for example, mass defections. Until and unless organizations begin to focus more on motivating people customers, stakeholders, employees to achieve their own goals and less on the organization s goals, I am with the analysts in predicting that within five years, gamification will be nestling within the Trough of Disillusionment. Perhaps the secret here is for organizations to work towards aligning their goals with those of their employees and customers. Any organization considering introducing a gamification strategy must, as a minimum: understand the target audience they intend to engage; recognize the behaviours they want to change; understand what motivates their audience and maintains their engagement; define how success will be measured. I am also sure there will also be some amazing success stories, where gamification has delivered better user engagement, increased employee satisfaction and advocacy, or opened up opportunities for innovation, but this will depend largely on how willing the industry is to share good practice. And only time can tell whether or not these desirable behaviour changes are sustainable over the long-term. Whatever happens over the next two five years, we are all going to hear a lot more about gamification. Notes 1. DirecTV: rectv-cio-on-getting-it-to-recover-from-fear-of-failure-2/ 2. VW People s Car Project: 3. Nike Fuelband: 4. MarketsandMarkets: 5. Gamification By Design: 6. From Game Design Elements to Gamefulness: Defining Gamification: n_printerready_110806_sde_accepted_len_changes_1.pdf 7. Gartner Hype Cycle 2013: id/ Gartner: 9. Ashridge Business School Gamification in e-learning White Paper: nsf/welnvlr/resources:þgamificationþinþe-learning? opendocument 10. A Brief History of Gamification: a-brief-history-of-gamification/ 11. The Science Behind Gamification: Gamifying with Dr Amy Jo Kim s Social Engagement Verbs and forthcoming book The Player s Journey by Amy Jo Kim, PhD Image reproduced with permission from AJK: In psychology, cognitive dissonance is the excessive mental stress and discomfort experienced by an individual who holds two or more contradictory beliefs, ideas, or values at the same time. 14. Professor Jesse Schell: DirecTV: directv-cio-on-getting-it-to-recover-from-fear-of-failure-2/ 16. Foldit: DevHub: Badgeville: Gigya: Tony Ventrice: Exclusives/Viewpoints/The-5-Easiest-Ways-to-Fail-with-Gamification aspx 21. Dan Pink TED talk: motivation Further reading 1. Gamify: How gamification motivates people to do extraordinary things (Bibliomotion, April 2014), Brian Burke. 2. Gamification by Design (O Reilly), Gabe Zichermann and Christopher Cunningham. 3. Play at work: How games inspire breakthrough thinking (Amazon Media EU), Adam L Penenberg. 4. Game frame: Unlocking the power of game dynamics in business and in life (Simon & Schuster 12 May 2011), Aaron Dignon. 5. The Gamification Research Network: 6. The Bartle Test of Gamer Psychology: wiki/bartle_test 7. A theory of goal setting & task performance, EA Locke, GP Latham et al., Englewood Cliffs, NJ, US: Prentice-Hall, Inc. (1990). Author biography Stephen Dale is a freelance community and collaboration ecologist with experience in creating off-line and on-line environments that foster conversations and engagement. He is both an evangelist and practitioner in the use of collaborative technologies and Social Media applications to support personal learning and development, and delivers occasional training and masterclasses on the use of social technologies and social networks for improving digital literacies. Profile: