Gamification as a driver of change by Bart Hufen
Of this book I only found a Dutch version. But the ideas are great !
According to Gamification as a driver of change, employees should be actively and fun-ridden in changes to the organization. And changes are everywhere.
But if it’s fun, is it easy? Yes and no. The change, in this in behavior, is often contrasted with “we’ve always done it this way”. Insight is therefore important to overcome obstacles. If the employee does not understand what to do (goal), what obstacles, dangers or challenges there are and how he/she can influence them (tactics) through actions, he or she will drop out. Setting up a behavioral change is therefore very difficult and strategic.
Fortunately, in order to achieve this, the author has created a method of approach in this book that can work, and consists of 7 levels.
In Gamification as a driver of change the first level is where you have to define the external and internal playing field. In the business playing field (both internally and externally together) you square with four quadrants and you plot two axes: internal and external vs cost and revenue. In that square you define all the players you need to know. Among other things, by talking intensely with them.
In level two, a purpose pyramid is built, to which a scoring model is linked. KPI is important in this regard. To this end, the objectives must be defined SMART at all levels. One phenomenon that needs to happen is the conversion of departments into an action loop, analogous to the idea of game loops.
In level three, the ‘people’ are discussed. You have to influence people to change, and in doing so, you have to know the motivations behind their actions. And their role. Who are influencers, who are followers? Don’t forget the formula that
behavior = wanting + knowing + being able + daring.
Lifelong learning is an advantage in this respect. Failure is (sometimes) a necessary advantage. Fail fast, often, but forward !
Level four in Gamification as a driver of change, is about the progression loop. This is about coming up with the steps of a product or service, making it, selling it and thereby creating profit. It is important that change management is not just used without also being improvement management. Use the GameStorm method for this. The improvement step must be built into the progression loop. In addition, all former departments have to work together, which motivates the need for an action loop from level two. The progression run should also be performed at each level. Not just the operational ones. This was the internal piece. The external part, at the customer’s, also exists and consists of buying – using – consuming – orienting.
Level five is that of performance. To do this, you need the purpose pyramid and the action loop. The key word is also quantitative and qualitative feedback at all levels and from all stakeholders. Internally and externally. This can also be used to measure impact. Looking at the right things by asking the right questions is important. KPIs also become important here.
Level six is ultimately about the game approach itself. In Gamification as a driver of change, concepts such as objective, target group, concept, drive, context, motivation, goal-obstacles-actions-feedback-score, game mechanics, pressure, content are important.
Level seven summarizes the GamePlan in a nutshell: the previous six levels.
Title: Gamification als motor van verandering, Author: Bart Hufen, Van Duuren Management, ISBN: 9789089653529