CP1405 Short answers

Opower is gamification for motivating people to save energy. It provides reports on amount of energy used in a house, the trend comparing with the others neighbors and list of suggestions how the household can save energy. The peer pressure created by comparing one's energy consumption to their neighbors motivates people to ask for ways to reduce their energy consumption.

Describe a gamification example applying the concept of using peer pressure as a motivator.

The overjustification effect occurs when an expected external incentive such as money or prizes decreases a person's intrinsic motivation to perform a task.

Describe and explain with a gamification example for what is the overjustification effect

Autonomy - desire to be in control of self, Competence - design and predict outcomes Relatedness - desire to want to belong to and interact with a social group.

Describe and explain with a gamification example the three types of intrinsic needs defined in self-determination theory.

Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by culture. The model of national culture consists of six dimensions. The cultural dimensions represent independent preferences for one state of affairs over another that distinguish countries (rather than individuals) from each other. The country scores on the dimensions are relative, as we are all human and simultaneously we are all unique. In other words, culture can be only used meaningfully by comparison. The model consists of the following dimensions: Power Distance Index (PDI) This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people. People in societies exhibiting a large degree of Power Distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low Power Distance, people strive to equalise the distribution of power and demand justification for inequalities of power. Individualism versus Collectivism (IDV) The high side of this dimension, called individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families. Its opposite, collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after them in exchange for unquestioning loyalty. A society's position on this dimension is reflected in whether people's self-image is defined in terms of "I" or "we." Masculinity versus Femininity (MAS) The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented. In the business context Masculinity versus Femininity is sometimes also related to as "tough versus tender" cultures. Uncertainty Avoidance Index (UAI) The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles. Long Term Orientation versus Short Term Normative Orientation (LTO) Every society has to maintain some links with its own past while dealing with the challenges of the present and the future. Societies prioritize these two existential goals differently. Societies who score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion. Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future. Indulgence versus Restraint (IND) Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms.

Define Hofstede's 6 dimensions of national cultures. Discuss how each dimension may influence gamification design. (VERY VERY LONG)

Specific,Measurable,Actionable,Realistic,Time bound

Define S.M.A.R.T Mission.

Points, Badges and leader boards are three of many gamifacation mechanics. (e.g. Samsung Nation PBL often encourages competition so there emerges a winner and many losers. This will not result in increased productivity as can be seen at the DisneyLand laundry where an electronic leaderboard. Adaptive and Maladaptive competition may also result. )

Define the PBL triad of gamification.

Feedback and reward, Motivation/emotion, engagement, call to action. An engagement loop contains a motivation or emotion, a call to action, a player engaging or re-engaging and feedback and/or reward. The motivation must be strong enough or an emotion needs to be triggered to commence the loop. It must be right for the player and player motivations can change over time. The player might join a community for learning purposes but find that once there, the social aspects keep them there. The call to action is an activity that the player can perform to reach a goal. The goal should be clear, explicit and aligned with the mission. At all stages, the player must be given clear and actionable feedback and possibly a reward at the end of the loop.

8. List and describe the four main components of designing an engagement loop for gamification.

An empathy based process of introducing, transforming and operating a system with gameful experiences that indirectly supports value creation for the company.

Briefly define Enterprise gamification

Killer, achiever, socialiser, explorer Killers want to fight and win and when they do, they want everyone to know. They are very competitive and not focused on collaboration. Achievers want to gain anything that allows them to measure their success and progress. Prestige and the fun of having items motivates them. Some are even prepared to spend money to aquire goods in a game. If they spend large amounts (up to $100,000), they are called "whales". Explorers enjoy discovering the virtual world and want to find every hidden feature ("Easter Eggs") and then they will choose a different avatar to find other parts that can only be explored by this character. Socialers enjoy playing with others and the game itself is not important. Each person contains all these traits in differing amounts.

Describe the Bartles 4 player types.

-People fun - amusement from competition and cooperation Easy fun - "curiosity from exploration, role play and creativity" Hard fun - "Fiero, the epic win, from achieving a difficult goal" Serious fun - "Excitement from changing the player and their world".

Describe the four keys of fun.

Empathy, Define, Ideate (brainstorm), prototype, Test

Describe the key steps of design thinking.

Gamifacation 1.0 - Consumer oriented , users HAVE a choice whether to play or not, Driven by entertainment and marketing, NOT subtle and it's insular, Short lived and focuses on extrinsic rewards and fun/entertainment, Competition rather than collaboration encouraged. Gamifacation 2.0 - employee orientated, NO choice whether to play or NOT, balanced rewards to be Fair, IS subtle, collaboration and intrinsic rewards are encouraged as short term approaches are too costly, is DATA driven and autonomy and mastery ARE encouraged.

Describe the main characteristics of gamification 1.0 and gamification 2.0. (pretty big)

openness: player shall have access to their data and enable to make it available to there parties encryption: prevent manipulation of gamification data, avoid falsifying the score, need a central registry similar to credit score agency to maintain data integrity Fast and flexible database structure is requiring to storage huge amount of data and provide real time data for players feedback

Describe the system requirements for standardising gamification data.

Power distance is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. Example of gamification impacts: players may fear log losing face in particular for high power members in high power distance society Uncertainty avoidance deals with a society's tolerance for uncertainty and ambiguity. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Example of gamification impacts: clear instructions and rules, structural procedures to achieve the winning conditions

Discuss how power distance and uncertainty avoidance of a culture may influence gamification design.

Power distance is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. Example of gamification impacts: players may fear log losing face in particular for high power members in high power distance society

Discuss how power distance of a culture may influence gamification design.

The basic guideline to be clear about what you are trying to achieve, knowing what type of players will probably be involved and how you want them to feel. There are many frameworks that can assist you to do this - an example is Chou's Octalysis. The design elements are chosen on the basis of these things and they should not be chosen first.

Discuss the basic guidelines for selecting a game design element for gamification?

(short) . Not everyone is motivated by points because they have no actual value. (long) Points are an interesting game mechanism that are used to reward players. Usually there would need to be something more such as a leaderboard to advertise who has the most points or they must enable something to happen eg reward points for spending a certain amount leads to a discount on petrol. Points can introduce all sorts of issues such as what happens to the points when the player leaves that workplace? They can introduce unwanted competitive behaviour among workers and their work can suffer. They must be fair. If they become expected, players may lose interest and be unimpressed if they do not receive points for doing certain tasks. Points are generally not very effective in motivating intrinsically and can do more harm than good.

Discuss the effectiveness of using points as reward to motivate gamification users.

(short) Because everyone is different, things that work on one person might not work on another. (long) If you focus on extrinsic motivators, rewards will soon get familiar and boring so players will lose interest. Some players may not be motivated by what is offered and when it is offered during the game. People do not always behave in the way that you think. Feedback is essential in successful gamifications eg progress meter in LinkedIn. There is feedback about where you are and how far to go plus feedback on the next step (that is bahavioural insights). Farmville has an appointmant mechanic so people have to water or harvest their crops at a specific time to avoid them withering. Behaviourism is about what people do, but what people think and feel is far more important. Using just a behavioural approach treats palyers as things that can be manipulated. There is a potential for abuse and manipulation. eg slot machines are addictive. Once you start giving rewards, you need to keep doing so as people will only respond when the reward is there (hedonic treadmill). If the rewards become expected, the game will stop being fun.

Discuss the limitations of behaviorism in gamification.

(short) Yes if the failure is part of a learning process (spectacular failure) and rewarding risk taking. (long) It depends - if the gamification is a simulation, a failure may save a great deal of money or even a life in that there is no real harm done if failure is experienced in the simulation whereas if this failure happened in reality, there may have been horrible consequences. Failure may allow users to test their limits in the same way that stress testing determines the load limits of building materials. While failures may not be rewarded, they may be very useful.

Discuss whether failures should be rewarded in enterprise gamification?

Gamification is not a replacement for a compensation program. It is not aim to have people do stuff for free. Gamification is not the solution for unfair compensation. Enterprise gamification use an empathy -driven approach to create value for employees (e.g. happiness, job satisfaction, social connections) in order to create value for the enterprise. So, it is not only the enterprise will be benefited from the gamification.

Discuss why you agree or disagree with the following sentence. "Enterprise gamification is exploiting employees. No body is gonna do that just for points".

Rewards may change the attitudes of communications. Employees may try to hide negative information in order to get the rewards. For example, a construction company wants to promote safety in its construction sites, a reward will be given to the construction sites if there are no injuries in the site. The result is that this rewards created an incentive to avoid reporting injuries.

Discuss with an example how rewards can create dishonesty issue in enterprise gamification.

The information about a person's professional role allows us to understand with what tools we can reach them, what legal restrictions we have and where the players might be interacting with our gamified system. Depending on their education and how their job is perceived by the public, the players may react differently to a gamified design.

Explain how information about the professional roles of potential players are useful for gamification design.

Compliance - change in behavior, Identification - identifying with someone (famous people in commercials), Internalisation - make views want: -A child admires Popeye (P-O +ve) -The child doesn't like to eat spinach (P-X -ve) -Popeye is positively associated with Spinach (O-X +ve) -This is a cognitively imbalanced state, which should motivate the child to change one of the associations.

Explain with an example application for gamification for the 3 ways people's attitude can be changed with reference to the Balance Theory by Fritz Heider.

Flow theory states that activities that are not too easy and not too hard (in the balance between difficult and skill) can create a state of flow. To apply it in gamification progression design, we can consider an example of granting system access authority to users when they have achieved a certain level of skills in the gamified system. Users are given more authority and more difficult tasks after they have earned the required skills.

Explain with an example of applying Flow Theory in gamification progression design?

Gamification may involve providing benefits to employees, collecting gamification data. providing addition benefits, e.g. additional vacations or possibility to win prizes may require approval of Work Council / Unions in some countries. The collection of gamification data and the potential of using it as performance indicators may also require approval. Labour law also concern whether gamifications is fair and will gamifications discriminate employees.

Explain with an example why gamification designers should care about employment and labour law when designing gamification.

For example, hotel such as Hilton Garden Inn puts candidate in virtual hotel so they must respond to the requests of a number of simulated guests. The candidate performance then impact the simulated guests' satisfaction and the candidate score can be measure.

Give an example of using gamification in enterprise recruitment process.

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep. (business examples - salary, decent working conditions) 2. Safety needs - protection from elements, security, order, law, stability, freedom from fear. (business examples - safe working conditions, job security) 3. Love and belongingness needs - friendship, intimacy, affection and love, - from work group, family, friends, romantic relationships. (business examples - good team atmosphere, friendly supervision) 4. Esteem needs - achievement, mastery, independence, status, dominance, prestige, self-respect, respect from others. (business examples - fancy job title, recognition of achievements) 5. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. (business examples - opportunities for creativity and personal growth, promotion)

List and briefly explain the 5 level of needs in Maslow's Hierarchy of Needs. (VERY LONG)

Griefer - wants to break system to prove a point/ help improve system Destroyer - wants to break system for no reason Improver - make their own improvements, Influencer - change a system through influencing the users Griefer: This is our Killer. I have chosen to use Bartle's description from his 8 types because this is the pure arsehole type. They want to negatively affect other users, just because they can. It may be to prove a point about the fact they don't like the system, it may just be for fun. They have no place in most gamified systems, so you need to find ways to either change their minds - or get rid of them. Destroyer: This type of user wants to break the actual system directly. This may be by hacking or finding loopholes in the rules that allow them to ruin the experience for others. Their reasons again may be because they dislike the system or it may just be because they find it fun to hack and break things. If you can't convince them to at least convert to an Improver, then you have to get rid of them. Influencer: These users will try to change the way a system works by exerting influence over other users. This is not to say they are a negative type, far from it. If they feel the system needs to change and you actually allow them a voice to help change it, they could become massive advocates. Make use of them or lose them - worse still the could end up switching to a Griefer! Improver: Improvers will interact with the system with the best intentions in mind. They may hack it or find loopholes, but their aim is to change the system for the better. They are similar to the Free Spirit type, in reality, they want to have the chance to explore the system, find problems and try to fix them. Take care of these users as they can help you massively. Mistreat them and they may well become Destroyers. As you can see, the Disruptor can be a complex type and whilst they make up a very small percentage of the overall user group, they can be very powerful. Handled correctly they could help improve your system, handled badly and they may destroy it.

List and describe the characteristics of the 4 disruptor users sub-types of gamification users defined in The Hexad.

Self seeker, Consumer, Networker, Exploiter Self-Seeker: This group of users will act in a similar way to Philanthropists. They will answer people's questions, share knowledge and be helpful - but for a cost. If there is no reward, don't expect them to get involved! They can be useful, however if they are being asked to get involved for rewards, expect quantity over quality! Consumer: Consumers will do what is needed to get rewards. If that requires them to learn new skills or take on challenges (like an Achiever), then they will do it. However, if they can get rewards for just doing what they were already doing - even better. Think of them as the ones who will enter competitions just for the prize or who shop at one store just for the loyalty programme. Networker: Where a Socialiser connects to others because they are looking for relatedness, Networkers are looking for useful contacts that they can gain from. They follow the big influencers on social networks, not because they are interested in them, but because they hope it will get them noticed, increase their influence and lead to a reward. Exploiter: Like Free Spirits, these guys are looking for the boundaries of the system, where they can go and what they can do. However, for them, it is a way to find new ways to rewards. If they find a loop-hole, don't expect them to report it unless they feel others are earning more than them exploiting it! They are the most likely to exploit the system (you could say cheat!). They are also the people who will build things just to sell. Think of Second Life. Loads of people started to build things - some realised that as well as being fun, they could make some money from selling items. For a few this turned into a way of making a living. They stopped making things for fun and just made them for profit.

List and describe the characteristics of the 4 extrinsic users sub-types of gamification users defined in The Hexad

Disrupter, Free Spirit, Achiever, Player, Socialiser, Philanthropist Socializer: The socializers are motivated by relatedness and are looking to create social connections and a sense of being part of a group within the system. Free Spirit: The free spirits are motivated by autonomy, agency, and self-expression. This group likes to explore, dislikes restrictions, embarks on their own journey, or likes to create; Achiever: The achievers are motivated by the ultimate goal of mastery, of overcoming challenging obstacles, of completing every possible task, learning new skills, of reaching 100%. Philanthropist: The philanthropists are motivated by a sense of a purpose, meaning, and altruism. Player: The players are motivated by extrinsic rewards, which they gain through a variety of strategies. This group has no need for additional motivation besides extrinsic rewards. Disruptor: The disruptors feel a need to disrupt the gamified system in some way, by acting directly on the system or by influencing other users. This may be to the benefit of the system and other users, or just for their own personal enjoyment.

List and describe the characteristics of the 6 main types of gamification users defined in The Hexad. (long)

Amotivation - not motivated Extrinsic Motivation - doing something to receive a reward Intrinsic Motivation - doing what motivates you without extrinsic reward (because you want to do it)

List and explain the three types of motivations in self-determination theory. Which motivation is the most important for gamification design and why?

Define the business objectives (what do they want to achieve?) Describe th players (staff or customers) Delineate target behaviours (how can we get people to do this) Devise Activity Loops Don't forget the fun Deploy appropriate tools

List the key steps of the gamification design framework discussed in class.

1. Understand player 2. Understand mission 3. Understand human motivation 4. Apply game mechanics 5. Manage, monitor and measure 6. Other considerations (Privacy, ethics, legal)

List the major steps for player centered design discussed in class.

The Aaah-effect is experienced when you see something beautiful. The Aha-effect occurs when you experience a moment of clarity when you realise what the solution to the problems is. The haha-effect is when you are amused by something that you consider to be funny.

What are Aaah-effect, Aha-effect and haha-effect?