ethnography . human-computer interaction . design
Guide To This Document: This list is a collection of game dynamics terms, game dynamics theories that are interesting, useful and potentially applicable to your work here at SCVNGR. Many of them have clear applications within the SCVNGR game layer (progression dynamic, actualization), many of them don’t… yet (status, virtual items). Many of them are just interesting for your general education on game dynamics theory (epic meaning, social fabric of games). Many of these game dynamics concepts are well known and are sourced from all over the internet and from researchers such as Jane McGonigal, Ian Bogost and Jess Schell and articles on gamasutra (which I highly recommend reading). Others are used exclusively internally here and won’t make any sense outside of HQ. Along with a link to this document, you will have received these dynamics in a set of flash cards. Please memorize those. If you’re on the engineering / game-design team you can access our internal game dynamics visualizer (with the most up to date dynamics) through your account. Download the SCVNGR app for iPhone& Android (if you haven’t already) and start playing. Find places where these game dynamics exist or places where you could implement them by building on the game layer using our tools, or others.
Definition: A virtual or physical representation of having accomplished something. These are often viewed as rewards in and of themselves.
Example: a badge, a level, a reward, points, really anything defined as a reward can be a reward.
Definition: A dynamic in which to succeed, one must return at a predefined time to take some action. Appointment dynamics are often deeply related to interval based reward schedules or avoidance dyanmics.
Example: Cafe World and Farmville where if you return at a set time to do something you get something good, and if you don’t something bad happens.
Definition: The act of inducing player behavior not by giving a reward, but by not instituting a punishment. Produces consistent level of activity, timed around the schedule.
Example: Press a lever every 30 seconds to not get shocked.
Definition: The theory defining how behavior can shift greatly based on changed expectations.
Example: A monkey presses a lever and is given lettuce. The monkey is happy and continues to press the lever. Then it gets a grape one time. The monkey is delighted. The next time it presses the lever it gets lettuce again. Rather than being happy, as it was before, it goes ballistic throwing the lettuce at the experimenter. (In some experiments, a second monkey is placed in the cage, but tied to a rope so it can’t access the lettuce or lever. After the grape reward is removed, the first monkey beats up the second monkey even though it obviously had nothing to do with the removal. The anger is truly irrational.)
Definition: The tendency of players to keep doing what they have been doing.
Example: From Jesse Schell’s awesome Dice talk: “I have spent ten hours playing Farmville. I am a smart person and wouldn’t spend 10 hours on something unless it was useful. Therefore this must be useful, so I can keep doing it.”
Definition: The idea that playing in a game makes you happier working hard, than you would be relaxing. Essentially, we’re optimized as human beings by working hard, and doing meaningful and rewarding work.
Example: From Jane McGonical’s Ted Talk wherein she discusses how World of Warcraft players play on average 22 hours / week (a part time job), often after a full days work. They’re willing to work hard, perhaps harder than in real life, because of their blissful productivity in the game world.
Definition: The theory that information should be released in the minimum possible snippets to gain the appropriate level of understanding at each point during a game narrative.
Example: showing basic actions first, unlocking more as you progress through levels. Making building on SCVNGR a simple but staged process to avoid information overload.
Definition: the practice of linking a reward to a series of contingencies. Players tend to treat these as simply the individual contingencies. Unlocking one step in the contingency is often viewed as an individual reward by the player.
Example: Kill 10 orcs to get into the dragons cave, every 30 minutes the dragon appears.
Definition: The game dynamic wherein an entire community is rallied to work together to solve a riddle, a problem or a challenge. Immensely viral and very fun.
Example: DARPA balloon challenge, the cottage industries that appear around McDonalds monopoly to find “Boardwalk”
Definition: Games that can be played across multiple platforms
Example: Games that be played on iphone, facebook, xbox with completely seamless cross platform gameplay.
Definition: The problem that the player must overcome in the three part paradigm of reward schedules.
Example: 10 orcs block your path
Definition: The dynamic in which players are only given a certain amount of time to do something. This will create an activity graph that causes increased initial activity increasing frenetically until time runs out, which is a forced extinction.
Example: Bejeweled Blitz with 30 seconds to get as many points as you can. Bonus rounds. Timed levels
Definition: This occurs when one ranking mechanism is applied across multiple (unequal and isolated) gaming scenarios. Players often perceive that these ranking scenarios are unfair as not all players were presented with an “equal” opportunity to win.
Example: Players are arbitrarily sent into one of three paths. The winner is determined by the top scorer overall (i.e. across the paths). Since the players can only do one path (and can’t pick), they will perceive inequity in the game scenario and get upset.
Definition: a game element that uses a penalty (or altered situation) to induce behavioral shift
Example: losing health points, amazon’s checkout line removing all links to tunnel the buyer to purchase, speeding traps
Definition: Games that do not have an explicit end. Most applicable to casual games that can refresh their content or games where a static (but positive) state is a reward of its own.
Example: Farmville (static state is its own victory), SCVNGR (challenges constantly are being built by the community to refresh content)
Definition: The desire to have what others have. In order for this to be effective seeing what other people have (voyeurism) must be employed.
Example: my friend has this item and I want it!
Definition: players will be highly motivated if they believe they are working to achieve something great, something awe-inspiring, something bigger than themselves.
Example: From Jane McGonical’s Ted Talk where she discusses Warcraft’s ongoing story line and “epic meaning” that involves each individual has motivated players to participate outside the game and create the second largest wiki in the world to help them achieve their individual quests and collectively their epic meanings.
Definition: Extinction is the term used to refer to the action of stopping providing a reward. This tends to create anger in players as they feel betrayed by no longer receiving the reward they have come to expect. It generally induces negative behavioral momentum.
Example: killing 10 orcs no longer gets you a level up
Definition: Fixed interval schedules provide a reward after a fixed amount of time, say 30 minutes. This tends to create a low engagement after a reward, and then gradually increasing activity until a reward is given, followed by another lull in engagement.
Example: Farmville, wait 30 minutes, crops have appeared
Definition: A fixed ratio schedule provides rewards after a fixed number of actions. This creates cyclical nadirs of engagement (because the first action will not create any reward so incentive is low) and then bursts of activity as the reward gets closer and closer.
Example: kill 20 ships, get a level up, visit five locations, get a badge
Definition: A dynamic in which a player feels that they are getting something for free due to someone else having done work. It’s critical that work is perceived to have been done (just not by the player in question) to avoid breaching trust in the scenario. The player must feel that they’ve “lucked” into something.
Example: Groupon. By virtue of 100 other people having bought the deal, you get it for cheap. There is no sketchiness b/c you recognize work has been done (100 people are spending money) but you yourself didn’t have to do it.
Definition: The concept that an action in enjoyable to repeat all the time. Generally this has to do with simple actions. There is often also a limitation to the total level of enjoyment of the action.
Example: the theory behind the check-in everywhere and the check-in and the default challenges on SCVNGR.
Definition: Interval based reward schedules provide a reward after a certain amount of time. There are two flavors: variable and fixed.
Example: wait N minutes, collect rent
Definition: A game dynamic in which the winner is determined solely by chance. This creates a high level of anticipation. The fairness is often suspect, however winners will generally continue to play indefinitely while losers will quickly abandon the game, despite the random nature of the distinction between the two.
Example: many forms of gambling, scratch tickets.
Definition: The concept of feeling a positive sustained connection to an entity leading to a feeling of partial ownership. Often reinforced with a visual representation.
Example: fealty in WOW, achieving status at physical places (mayorship, being on the wall of favorite customers)
Definition: a game which exists layered within another game. These generally are discovered rather than explained (lest they cause confusion) and tend to appeal to ~2% of the total gameplaying audience. They are dangerous as they can induce confusion (if made too overt) but are powerful as they’re greatly satisfying to those who find them.
Example: hidden questions / achievements within world of warcraft that require you to do special (and hard to discover) activities as you go through other quests
Definition: The rankings of all individuals in a micro-set. Often great for distributed game dynamics where you want many micro-competitions or desire to induce loyalty.
Example: Be the top scorers at Joe’s bar this week and get a free appetizer
Definition: An item that when used affects other actions. Generally modifiers are earned after having completed a series of challenges or core functions.
Example: A X2 modifier that doubles the points on the next action you take.
Definition: The risk that by rewarding people manipulatively in a game you remove the actual moral value of the action and replace it with an ersatz game-based reward. The risk that by providing too many incentives to take an action, the incentive of actually enjoying the action taken is lost. The corollary to this is that if the points or rewards are taken away, then the person loses all motivation to take the (initially fun on its own) action.
Example: Paraphrased from Jesse Schell “If I give you points every time you brush your teeth, you’ll stop brushing your teeth b/c it’s good for you and then only do it for the points. If the points stop flowing, your teeth will decay.”
Definition: The act of controlling something, having it be *your* property.
Example: Ownership is interesting on a number of levels, from taking over places, to controlling a slot, to simply owning popularity by having a digital representation of many friends.
Definition: the feeling of ownership and joy at an accomplishment
Example: I have ten badges. I own them. They are mine. There are many like them, but these are mine. Hooray.
Definition: The concept that certain information is private, not for public distribution. This can be a demotivator (I won’t take an action because I don’t want to share this) or a motivator (by sharing this I reinforce my own actions).
Example: Scales the publish your daily weight onto Twitter (these are real and are proven positive motivator for staying on your diet). Or having your location publicly broadcast anytime you do anything (which is invasive and can should be avoided).
Definition: a dynamic in which success is granularly displayed and measured through the process of completing itemized tasks.
Example: a progress bar, leveling up from paladin level 1 to paladin level 60
Definition: Ratio schedules provide a reward after a number of actions. There are two flavors: variable and fixed.
Example: kill 10 orcs, get a power up.
Definition: Realtime information flow is uninhibited by delay. Delayed information is only released after a certain interval.
Example: Realtime scores cause instant reaction (gratification or demotivation). Delayed causes ambiguity which can incent more action due to the lack of certainty of ranking.
Definition: The reward given if the expected action is carried out in the three part paradigm of reward schedules.
Example: receiving a level up after killing 10 orcs.
Definition: The expected action from the player in the three part paradigm of reward schedules.
Example: the player takes the action to kill 10 orcs
Definition: the timeframe and delivery mechanisms through which rewards (points, prizes, level ups) are delivered. Three main parts exist in a reward schedule; contingency, response and reinforcer.
Example: getting a level up for killing 10 orcs, clearing a row in Tetris, getting fresh crops in Farmville
Definition: A physical good (one with real value) that can be won by anyone on an ongoing basis as long as they meet some characteristic. However, that characteristic rolls from player to player.
Example: top scorer deals, mayor deals
Definition: a game in which the player is presented with the illusion of choice but is actually in a situation that guides them to the desired outcome of the operator.
Example: 3 Card Monty, lotteries, gambling
Definition: the idea that people like one another better after they’ve played games with them, have a higher level of trust and a great willingness to work together.
Example: From Jane McGonicgal’s TED talk where she suggests that it takes a lot of trust to play a game with someone because you need them to spend their time with you, play by the same rules, shoot for the same goals.
Definition: The rank or level of a player. Players are often motivated by trying to reach a higher level or status.
Example: white paladin level 20 in WOW.
Definition: Extreme self motivation. The desire to act immediately to tackle an obstacle combined with the belief that we have a reasonable hope of success.
Example: From Jane McGonical’s TED talk. The idea that in proper games an “epic win” or just “win” is possible and therefore always worth acting for.
Definition: Variable interval reward schedules provide a reward after a roughly consistent amount of time. This tends to create a reasonably high level of activity over time, as the player could receive a reward at any time but never the burst as created under a fixed schedule. This system is also more immune to the nadir right after the receiving of a reward, but also lacks the zenith of activity before a reward in unlocked due to high levels of ambiguity.
Example: Wait roughly 30 minutes, a new weapon appears. Check back as often as you want but that won’t speed it up. Generally players are bad at realizing that.
Definition: A variable ratio reward schedule provides rewards after a roughly consistent but unknown amount of actions. This creates a relatively high consistent rate of activity (as there could always be a reward after the next action) with a slight increase as the expected reward threshold is reached, but never the huge burst of a fixed ratio schedule. It’s also more immune to nadirs in engagement after a reward is acheived.
Example: kill something like 20 ships, get a level up. Visit a couple locations (roughly five) get a badge
Definition: A game element that requires multiple people to play (or that can be played better with multiple people)
Example: Farmville making you more successful in the game if you invite your friends, the social check-in
Definition: Digital prizes, rewards, objects found or taken within the course of a game. Often these can be traded or given away.
Example: Gowalla’s items, Facebook gifts, badges
The success of the Super Cubs eventually translated into success with larger bikes, and Honda went from no presence at all in the U.S. market in 1959 to 63% of the entire market . In the process they took a hatchet to the import market, dropping the share of British bikes from 49% in 1959 (when Honda started in the US) to 9% by 1973. By 1980, British bikes’ sales were less than 2.5 million, down from a high of over 35 million less than ten years earlier.
What is striking about the story of Honda entering the US motorbike market is the lack of planning ahead of time. As Kawashima recalled, “In truth, we had no strategy other than the idea of seeing if we could sell something in the United States”.
It’s easy in hindsight to look at Honda’s growth in the motorbike market (and its subsequent expansion into cars in the 1970’s) as a carefully planned strategy that inexorably built market share based on low-cost products which undercut incumbents. In fact, this was much the conclusion reached by the Boston Consulting Group when hired by a group of British motorbike manufacturers to find out why their US marketshare was cratering. But BCG was forced to look at the events retroactively and as so often happens when seeing events from a distance the messy richness of the details gets lost, along with it much of the truth. BCG applied standard strategy consulting models and smoothed out the dynamism of the story to turn it into an orderly decision-making process on the part of Honda.
In fact, there was no grand plan at all. If they had doggedly pursued their initial course of pushing the larger bikes with Buddha-moustache handlebars, as directed by Mr. Honda, things could just as easily have turned sour and today Honda would be just a footnote in automotive history. Honda’s open and entrepreneurial approach is a perfect example of what Gary Hamel calls “lucky foresight”, arguing that new business concepts are always combinations of happenstance, desire, curiosity, ambition and need.
Richard Pascale argues that Japanese companies approach strategy in a fundamentally less dogmatic way than their American counterparts:
"Their success, as any Japanese automotive executive will readily agree, did not result from a bold insight by a few big brains at the top. On the contrary, success was achieved by senior managers humble enough not to take their initial strategic positions too seriously… The Japanese don't use the term "strategy" to describe a crisp business definition or competitive master plan. They think more in terms of "strategic accommodation," or "adaptive persistence," underscoring their belief that corporate direction evolves from an incremental adjustment to unfolding events."
Games come naturally to human beings. Playing a game is a way of exploring the world, a form of structured play, a natural learning activity that’s deeply tied to growth. Games can be fun and entertaining, but games can have practical benefits too.
This blog is about knowledge games: games designed to help you get more innovative, creative results in your work. We’ll show you not only how to play knowledge games but how to design them so they fit your own specific work goals.
O’Reilly press release for Gamestorming: A Playbook for Innovators, Rulebreakers and Changemakers.
I'm not a fan of partner and third-party emails. It's not that I don't believe they can be effective; it's just that most marketers go about it all wrong. Many marketers:
I have some good news. I recently opted in to receive emails from CafePress after purchasing a T-shirt on their site. After hitting submit, I was redirected to this landing page [click image to enlarge]:
Right out of the gate, I love it. Thinking about what most marketers do wrong, CafePress got nearly all of it "right."
"The results of my efforts on that front are the subject for another post; here I'm just going to talk about the two types of executives I met during my two years there.
"The first represented the Bill & Dave world: they believed that everyone in the company had to constantly evaluate their own "contribution" to HP, put their head down, and make a difference. Most had Bill & Dave stories of their own, whether it was driving either of the founders to the airport when they were busy visiting one of the company's outposts in Colorado or Idaho, or sitting through a review where Hewlett would encourage a feat of engineering prowess or Packard would explode about "not being able to make a dime" on some engineering breakthrough.
"The second had been teleported in from the central casting departments of other big tech companies that Hurd respected. They used terms like "value add," and "thinking ahead a few chess moves," relished the abstract concept "competitive advantage" and attached totemic reverie to the "P&L reviews" even when it was clear that this was an exercise in cargo cult management. They were also often quite a bit more concerned about managing their "brands" in the face of their SVP, EVP, and eventually Hurd reviews.
"I spent most of my time with my fellow HP executives telling the first kind of folks that the transplants weren't playing the same game as them— that no matter how much it sounded like they were trying to achieve the same goals, there were other motives at work."
I have blogged about it before, but it is a good time to revisit David Packard's wisdom. His quote in the title is wonderful. The worst managers and companies often seem to be doing too many things, making things too complicated for insiders and outsiders, and suffering from scattered attention rather than a sharp focus on what matters most. If you think about Apple, a big part of their brilliance is how few things they do -- they have a remarkably small product line for such a big company, for example.
I especially love Dave's 11 Simple Rules, which he first presented at a company meeting in 1958 but are just as valid now as they were then. Here are the first five:
1. Think first of the other fellow. This is THE foundation — the first requisite — for getting along with others. And it is the one truly difficult accomplishment you must make. Gaining this, the rest will be "a breeze."
2. Build up the other person's sense of importance. When we make the other person seem less important, we frustrate one of his deepest urges. Allow him to feel equality or superiority, and we can easily get along with him.
3. Respect the other man's personality rights.Respect as something sacred the other fellow's right to be different from you. No two personalities are ever molded by precisely the same forces.
4. Give sincere appreciation. If we think someone has done a thing well, we should never hesitate to let him know it. WARNING: This does not mean promiscuous use of obvious flattery. Flattery with most intelligent people gets exactly the reaction it deserves — contempt for the egotistical "phony" who stoops to it.
5. Eliminate the negative. Criticism seldom does what its user intends, for it invariably causes resentment. The tiniest bit of disapproval can sometimes cause a resentment which will rankle — to your disadvantage — for years.
According to research byNielsen, nearly all age groups are spending less time talking on the phone, reports The Washington Post.
Boomers in their mid-50s and early 60s are the only ones still talking.The fall of the call is driven by 18- to 34-year-olds, whose average monthly voice minutes have plunged from about 1,200 to 900 in the past two years, according to research by Nielsen.
Texting among 18- to 24-year-olds has more than doubled in the same period, from an average of 600 messages a month two years ago to more than 1,400 texts a month, according to Nielsen.
Young people say they avoid voice calls because the immediacy of a phone call strips them of the control that they have over the arguably less-intimate pleasures of texting, e-mailing, Facebooking or tweeting. They even complain that phone calls are by their nature impolite, more of an interruption than the blip of an arriving text.
A. Patients stick to things they think they are qualified to evaluate. I think doctors don’t recognize the whole patient experience, but patients do: whether the parking was accessible and whether the receptionist was polite and whether they got into the room and sat for 45 minutes or whether they were seen promptly and were able to communicate with the doctor in a way that was pleasing to them. It is notable we saw very few reviews saying they got the wrong diagnosis, or surgery was bad.
It's easy to see why people wish to make their sites mobile friendly; Gartner research suggests that by 2013, mobile phones will overtake PCs as the most common Web access device worldwide. And don't forget other visits from devices such as games consoles like Nintendo Wii, DSi, web-enabled TVs, in-car browsers and the like.
Many customers are already using mobile devices as their main method of Web access, particularly in emerging markets — theJuly 2009 Statistical Report on Internet Development in Chinastates that the proportion of [people] accessing the Internet by mobile increased enormously from 39.5% in late 2008 to 46% in June 2009, while the proportion of using desktops and laptops decreased. That translates to 150 million people. In the developed world, many have a mobile device as their secondary method of accessing the Web while they’re out and about.
If you're anything like me, you usually think of your pics in terms of content: Here's me smiling. Here's me looking tough. Here's me in Hawaii with that wacky turtle. And so on. Today, however, we'll analyze photography from a numerical angle—we'll discuss flash, focus, and aperture instead. We feel like people don't really think about these things when they choose a profile photo, and yet, as we shall see, their misuse can seriously mess you up.
As always, our data comes from dating siteOkCupid, one of the largest, and most interesting, datasets on the web. This article aggregates 11.4 million opinions on what makes a great photo.
Real refers to using realistic data and environments to design. Get your hands on as much actual data as you can. The more real data you consider while designing, the better you'll be able to define the right product experience.
Real data is not Lorem Ipsum. That just fills space and results in layouts based on "wishful thinking" instead of reality. Designing without real content/data is art at best. Decoration at worst.
Real data also gets you to a scalable designs.
The other part of real is environment: realistic context. Get into the actual code your product will run in as fast as possible. Look at your designs on the actual device you are targeting. Get out to where your product will actually be used.
"Apple has yet to roll out the iPad in China, and Google’s business plan hit a rough patch here this year, but Chinese masterinnovators
"It’s the best of all worlds! Unless you want everything a real iPad or real Android device like the new Dell Streak really has to offer, and you want to pay for it. Or, you know, an HP tablet that runs on Microsoft Windows, if you’re into that. Why do that when you can get an ePad or a FlyPad via Taobao, the popular online marketplace? A quick search finds this Android-supporting iPad ePad starting as low as 554 RMB, or $82. Why pay nearly 10 times that much for an iPad, the company asks, when you can get this made-in-China product, with “Chinese characteristics,” instead? And another seller openly admits their product is a “shanzhai” (rough translation: pirated) iPad,selling for as low as 520 RMB, or $77."
"In the next five years outsourcing as we know it will disappear. The legion of Indian service providers will be sidelined or absorbed. U.S. and European companies that pioneered this corner of the high tech industry will suffer similar fates if they don't wake up. Who will emerge as the new leaders? Google (GOOG) and Amazon.com (AMZN), brands that we associate with search and retail, will become better known for outsourcing.
"Ludicrous? Not if you follow this industry. Desktop computers yielded to laptops. Web portals AOL (AOL), MSN (MSFT), and Yahoo! (YHOO) are giving way to social media sites Facebook, Twitter, and LinkedIn. Software once distributed by disk is now available as apps over the Web—often for less than the cost of a slice of pizza. And so it goes. The same Darwinian process is creating a fresh ecosystem in outsourcing, one that will usher in an era of consolidation and a new way of working with clients."