Gamification has been a subject of interest in the industry because it has followed the Gartner Hype Cycle pretty closely over the past few years. If you’ve been following the Hype Cycle reports, you will see that Gamification is entering the trough of disillusionment as I type! This is both good and bad.
The 3 step recipe tells us how to start the ladder, namely: always start with a gamification tool that has immediate feedback. It also tells us how to end it; with a gamification tool that has a feedback timescale ≈ the effective timescale of the behavior you want to drive. But the Devil is in the detail. How do we fill the gap between the first and the last rung of this level-up ladder? Today, I’m going to show you how to do just that.
Some of the most challenging business problems involve both scale (i.e. changing the behaviors for a large population), and sustainability (i.e. changing the behaviors for good—forever, or at the very least, for a long time).
Couple of examples:
Community co-creation: enlisting community lurkers (who are under no obligation to work with brands) to collaborate and co-create product offerings with brand
Loyalty (to a brand or a company): turning shop-and-hop consumers (or workers) into loyal customers (employees)
The question therefore, is how can gamification help us tackle these big business problems? Today I will show you how to drive behavior changes that achieve both scale and sustainability via the gamification spectrum.
I thought I start the year with something fun—gamification. The last time I wrote about this subject, I focused on the gamification spectrum—a powerful framework for organizing all the gamification tools in the market. I also illustrated the power of the gamification spectrum by revealing 7 interesting patterns as we move through this spectrum of tools.
Welcome back for another deeper exploration of the gamification spectrum. In my previous post, we described 3 patterns in the operational properties of gamification tools. However, the gamification spectrum is far more useful that just that. So this time we will show you 4 more insights we can glean from this spectrum.
Today, I will look deeper into this spectrum of tools to discover several interesting patterns and trends hidden within these seemingly unrelated tools. If we examine the representative tools above the gamification spectrum, we can start to see some patterns as we move from the left (tools with short feedback timescale) to the right (tools with long feedback timescale) of the spectrum.
For this post, I’d like to introduce a framework I developed for organizing existing gamification tools—which are essentially implementations of some game mechanics or game dynamics.
By now there are probably hundreds and thousands of gamification tools out in the market. Moreover, there are many variants of a gamification tool. How can we systematically organize and understand these tools? That is exactly what we will discuss today. This will require us to look deeper and look beneath the surface of those tools in order to find the common organizing principles.
Last time, we took a theoretical exploration of a nudge—a subtle intervention that slightly changes the context (i.e. the environment, the presentation, etc.) to drive certain behaviors. This allowed us to understand its relationship with respect to other techniques that drive behaviors.
Today, I will present several famous examples of how small changes of context can nudge people’s behavior significantly. I will also dive deeper to understand the real power of a nudge.