A high-level manager of a Fortune 500 company created a game based on one of my motivational books and asked for feedback. I love games and wanted to support her efforts. But we ran into an early roadblock when I asked her what the aim of the game was. She expressed her intention: I want to teach people about their psychological needs in a fun way. Her response was spot on. But the problem was that the way she designed the game would give everyone who played it a completely different reason to play: to win. Ironically, her gamification, designed to teach the skill of motivation, undermined exactly what she hoped people would learn: alternatives to suboptimal motivation.
It is not surprising that “gamification” is a growing phenomenon in organizations. Sales groups started the trend based on the belief that most salespeople are motivated by money, travel and winning. Ironically, HR departments embraced gamification to improve the health and well-being of their employees. Now gamification is being endorsed by organizations to facilitate education and effective performance.
Where can gamification go wrong?
To help explain why so many well-meaning managers misunderstand gamification, I turned to Dr. Edward Deci and Dr. Richard Ryan, the founders of self-determination theory. They are arguably the most prominent motivational researchers in the world. Together with Dr. Scott Rigby they are also co-founders of: immersyve . They are committed to studying and applying motivational science to gaming – including video games and the gamification of education.
How did these acclaimed researchers get involved in video games? For starters, if you’re not playing an online interactive game, you’re in the minority. In the United States, games generate almost twice as much as movies. The best-selling video game, pokemon, skipped $90 billion compared to the number one movie of all time, Avatar, at less than $3 billion. Ryan explains: “Games have an incredible motivational pull. The better we understand, the deeper the psychology behind people’s tangible love for video games, the more we can harness that energy to support education, training, and the development of social and leadership skills. to improve.”
But the experts at Immersyve caution against implementing gamification strategies without the insight of motivational science. Rigby points out: “Many companies rush to gamification too quickly, making the mistake of tactics of game mechanics like the goal. They turn internal sales or human resources websites into games or competitions that can often lead to unwise decisions to package glitzy badges and rewards around experiences. Those tactics not only not persist build motivation or value, but can harm relationships with employees because it communicates that the value is in the badges and points, rather than in your company content or the health of your employees.”
2 things to remember for gamification
Rigby, Ryan, and Deci offer two critical pieces of advice when considering games and competitions to “motivate” employees:
- Don’t start with the goal of creating a game-like approach: Start with the intention to create a vehicle where people can be optimally motivated and engaged. Rigby explains: “Thoughtful application of game design can facilitate authentic satisfaction of people’s psychological needs for choice, connection and competence. Understanding the nature of human motivation is key to communicating to employees that your organization and its offerings have value – not the badges and confetti sprinkled on them.”
- Think motivation versus rewards: The two concepts are very different and can be antagonistic. Research confirms that games based on improving performance through rewards rather than recognizing and supporting intrinsic motivators do not provide enjoyment and immersion (which increase understanding and competence) play (indicating continued engagement, autonomy, and choice) and a preference for playing more games by a particular developer (as a result of loyalty and connection).
According to Deci, who conducted the first studies of monetary rewards and intrinsic motivation, “Giving rewards to reinforce learning undermines short-term learning and long-term engagement with games — and goals in the workplace. However, people will find activities intrinsic. rewarding and more satisfying when their choice, connection and competence are respected, encouraged and supported by game elements and their managers on the job.”
Wouldn’t it be great if, despite the abuse of gamification in the workplace, we could help people fulfill their psychological needs and experience their best through the games we play?
Susan Fowler, CEO of Mojo Moments, is the bestselling author of “Why motivating people doesn’t work…and what does: the new science of leading, involving and stimulating.” Her latest book “Master your motivation: three scientific truths to achieve your goals”, presents an evolutionary idea: motivation is a skill. Fowler provides real-world examples and empirical evidence and teaches you how to achieve your goals and thrive if you succeed. She is also the author of arranged articles, peer-reviewed research, and eight books, including the bestselling “Self-leadership and The One Minute Managerwith Ken Blanchard. Tens of thousands of people around the world have learned from her ideas through training programs. For more information and the free What’s Your MO? survey for exploring your motivational prospects, visit SusanFowler.com or MojoMoments.com.
The opinions of SmartBrief contributors are their own.
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