Matt Batey IEA DSM Task 24 workshop gamification
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This document discusses the concept of gamification and its potential use for promoting energy efficiency. It notes that while gamification techniques like points, badges and leaderboards could help encourage positive behaviors, they risk being ineffective or even damaging if not implemented properly. Intrinsic motivations are important for cognitive tasks, so gamification needs to give rewards real meaning rather than being exploitative. The document also outlines criticisms of gamification and considers how game elements could work if integrated in a workplace context based on existing extrinsic motivators like pay and recognition. It concludes that applying games to real problems risks unpredictable outcomes and temporary engagement, but may help reduce barriers to new behaviors initially.
![Gamification is bad
• "most deployments of gamification represent “exploitationware,” in that they extract
real value from users and employees in return for mere virtual tokens" Ian Bogost;
• “taking the thing that is least essential to games and representing it as the core of
the experience,” "Gamificationʼ... can go take a long walk off a short pier." Margaret
Robertson, Hide and Seek
• "don't just fail to engage players; they can actually damage existing interest or
engagement" Elizabeth Lawley, Rochester
• "[do not] adequately account for the ways in which individuals and contexts differ."
Judd Antin, Yahoo! Research](https://image.slidesharecdn.com/task24gamification-130723212130-phpapp01/85/Matt-Batey-IEA-DSM-Task-24-workshop-gamification-21-320.jpg)
![Gamification is bad
• "most deployments of gamification represent “exploitationware,” in that they extract
real value from users and employees in return for mere virtual tokens" Ian Bogost;
• “taking the thing that is least essential to games and representing it as the core of
the experience,” "Gamificationʼ... can go take a long walk off a short pier." Margaret
Robertson, Hide and Seek
• "don't just fail to engage players; they can actually damage existing interest or
engagement" Elizabeth Lawley, Rochester
• "[do not] adequately account for the ways in which individuals and contexts differ."
Judd Antin, Yahoo! Research
• Even Jane MacGonagle: "I don't do 'gamification,' and I'm not prepared to stand up
and say I think it works. If the game is not about a goal you're intrinsically motivated
by, it won't work."](https://image.slidesharecdn.com/task24gamification-130723212130-phpapp01/85/Matt-Batey-IEA-DSM-Task-24-workshop-gamification-22-320.jpg)
Matt Batey IEA DSM Task 24 workshop gamification
- 1. What does Gamification mean? Matt Batey, PhD Candidate at De Montfort University Belgium Expert IEA Task 24
- 3. Why? Research Perspective: • User engagement on energy efficiency
- 4. Why? Research Perspective: • User engagement on energy efficiency • How to maintain user interest?
- 5. Why? Research Perspective: 1. Incorporating user preferences into development process 2. User-involvement in innovation creates sense of ownership, hence personal interest in its success 3. Energy-efficiency achieved within project as a stated aim
- 6. Why? Research Perspective: 1. Incorporating user preferences into development process 2. User-involvement in innovation creates sense of ownership, hence personal interest in its success 3. Energy-efficiency achieved within project as a stated aim • How to maintain user interest?
- 7. Why? Practice Perspective: • Energy management in the context of a future workplace • Flexible, shared office • Users responsible for energy efficiency • Is gamification a route to optimising performance?
- 8. Why not try a game approach? • "Games can change the world" • Help us develop solutions to complex problems without pressure • Create clear paths of action towards achieving a goal
- 13. Gamification is good • Points - people like to be rewarded • Badges - people like recognition • Leaderboards - people like to compete
- 18. Gamification is bad • "most deployments of gamification represent “exploitationware,” in that they extract real value from users and employees in return for mere virtual tokens" Ian Bogost;
- 19. Gamification is bad • "most deployments of gamification represent “exploitationware,” in that they extract real value from users and employees in return for mere virtual tokens" Ian Bogost; • “taking the thing that is least essential to games and representing it as the core of the experience,” "Gamificationʼ... can go take a long walk off a short pier." Margaret Robertson, Hide and Seek
- 20. Gamification is bad • "most deployments of gamification represent “exploitationware,” in that they extract real value from users and employees in return for mere virtual tokens" Ian Bogost; • “taking the thing that is least essential to games and representing it as the core of the experience,” "Gamificationʼ... can go take a long walk off a short pier." Margaret Robertson, Hide and Seek • "don't just fail to engage players; they can actually damage existing interest or engagement" Elizabeth Lawley, Rochester
- 21. Gamification is bad • "most deployments of gamification represent “exploitationware,” in that they extract real value from users and employees in return for mere virtual tokens" Ian Bogost; • “taking the thing that is least essential to games and representing it as the core of the experience,” "Gamificationʼ... can go take a long walk off a short pier." Margaret Robertson, Hide and Seek • "don't just fail to engage players; they can actually damage existing interest or engagement" Elizabeth Lawley, Rochester • "[do not] adequately account for the ways in which individuals and contexts differ." Judd Antin, Yahoo! Research
- 22. Gamification is bad • "most deployments of gamification represent “exploitationware,” in that they extract real value from users and employees in return for mere virtual tokens" Ian Bogost; • “taking the thing that is least essential to games and representing it as the core of the experience,” "Gamificationʼ... can go take a long walk off a short pier." Margaret Robertson, Hide and Seek • "don't just fail to engage players; they can actually damage existing interest or engagement" Elizabeth Lawley, Rochester • "[do not] adequately account for the ways in which individuals and contexts differ." Judd Antin, Yahoo! Research • Even Jane MacGonagle: "I don't do 'gamification,' and I'm not prepared to stand up and say I think it works. If the game is not about a goal you're intrinsically motivated by, it won't work."
- 23. What's in a game • Motivations • Extrinsic motivators (money, rewards) work for mechanical tasks • For anything cognitive, intrinsic motivations are required:
- 24. What's in a game • Motivations • Extrinsic motivators (money, rewards) work for mechanical tasks • For anything cognitive, intrinsic motivations are required: AUTONOMY
- 25. What's in a game • Motivations • Extrinsic motivators (money, rewards) work for mechanical tasks • For anything cognitive, intrinsic motivations are required: AUTONOMY COMPETENCE
- 26. What's in a game • Motivations • Extrinsic motivators (money, rewards) work for mechanical tasks • For anything cognitive, intrinsic motivations are required: AUTONOMY COMPETENCE RELATEDNESS
- 27. What's in a game • essentially free • separate • uncertain • unproductive • governed • make-believe (Huizinga, 1938. Caillios, 1957) • Game scenarios work best on those without a strong opinion on the subject (Haring, 2013)
- 28. What's in a game • Reward = Incentive ? • Difference between motivating a first-time behaviour & repeat behaviour • Altruism vs. Self-interest
- 29. The Third Way? • Can Points, badges and leader boards be effective behavioural drivers if given real meaning or currency for users: • reputation, recognition, personal satisfaction • tradable assets (trading becomes an additional game layer) • Especially in a workplace context based on extrinsic rewards (pay, promotions, titles, etc.) • Rajat Paharia, CEO of Bunchball, advocates gamification tools such as: "goal setting, real-time feedback, transparency, mastery, competition, teams..."
- 30. Conclusions • Turning real world problems into a game likely to produce unpredictable results • Engagement & behaviours temporary • Can help remove barriers to entry to new behaviours • ...
- 31. Break-out Session • Scenario one: Consider your office. Imagine there will be a financial incentive for building users to adopt their energy saving behavior. Each team will have financial fund for training and for social events such as trips away and team dinners.
- 32. Break-out Session • Scenario two: One day every 3 months, you get together with your team for a game. You can choose where you spend the day, within a reasonable budget, so long as its a place otherwise open to the public (e.g. bar, restaurant). The players will communicate with the building energy and maintenance manager, suggest