<Student Name>
<Name and Section # of course>
<Instructor Name>
Gamification is the concept of applying game design thinking to non-game applications in order to make them more fun and engaging. It also helps in problem solving and can be applied to any industry. (Gamification.org). It focuses on using real data and game mechanics to encourage participation through rewards. (Nicastro, 2013). It may even help to learn new skills, change behavior and enable innovation (Gartner.com). The concept can be applied to training and development, innovation management, sustainability and health, employee performance, and many other aspects of businesses.
Gamification can only prove to be feasible and fruitful for an organization when they understand the true purpose of their community. For instance, if gamification is implemented in the support function of an organization, it can result in a motivation to contribute because they are getting recognition for it. It is simple human psychology of positive reinforcement. But would the concept apply to all functions, say strategic planning, wherein employees are required to have more foresight and long-term thinking, and their contributions might not come to view in the near future?
Similarly, for an organization, gamification might be the answer to solving some problems or achieving certain objectives, but expecting a complete cultural change, or even implementing it might not be very wise. Some examples include American Express using its behavior platform to improve travel compliance in its customer base’s employees. Deloitte uses it to make their training programs more efficient. These are one-off uses and implementations of gamification for short-term results. It will not result in a permanent behavioral change among employees, and chances are that with the discontinuation of this technique, employees may resort to their previous practices.
There is also the fear of inculcating greed and the chase for short-term gains with this concept of gamification. How do you expect your employees to think long-term, think with an integrated approach and even follow business codes properly when you are incentivizing results on a regular basis? Instead of having a workforce that thinks strategically and believes in the future success of the business, you will have a herd of reward-hungry beasts fighting it out for the end reward, be it recognition or tangible rewards.
Lastly, it is also important to not be limited to the locking power and reward system of the game process. Balancing competition and collaboration, and even devising a meaningful game economy are essential (Gartner.com), without which the entire purpose of the practice is defeated. For instance, when designing a game design to promote a restaurant, do not limit yourself to focusing on ways to provide points, badges and upping the leader board to increase visits. The theme and cuisine of the restaurant, which will build its legacy, and also, the overall brand, have to be incorporated in it.
Thus, it is important for organizations to really think through the use of gamification in its practices. Surely it can increase participation, within and outside the organization; it can help understand consumers better and create valuable offerings, and also create a strong community of supporters, but it is not a ‘one-size-fits-all’ scenario, and it may not work every time.
References
Nicastro, D. (2013). Gamification: Game with the concept? Retrieved November 27, 2013 from CMS Wire at http://www.cmswire.com/cms/social-business/gamification-game-with-the-concept-023317.php
Stamford, C. (2012). Gartner Says by 2014, 80 Percent of Current Gamified Applications Will Fail to Meet Business Objectives Primarily Due to Poor Design. Retrieved November 27, 2013 from Gartner at http://www.gartner.com/newsroom/id/2251015
