On 10/05/2013 12:34 PM, Matt Moore wrote:
"I kind of disagree. I think an important use case for gamification isWhat I meant was that there may not be "work-related value" to the people directly involved in the gamification. For example, let's say we gamify the capture of profile information of age, gender and ethnicity. There's no noticeable "work-related value" to the participating users, but it serves a purpose for HR, who need it for their organisation profile reports.
"I would also be cautious about prizes and acknowledgements. What you'reI wasn't trying to be that black and white about good vs bad. My point was that an extrinsic motivation will not inspire extraordinary effort in the longer term. It's like the "employee of the month" prize. The first time, it's a nice nod of acknowledgement. By the time everyone except the inanimate carbon rod has got one, there would be very few people still striving to be the one recognised.
Going back to your earlier point about value not accruing to theYes, but the idea is to *make* the behaviours rewarding by adding an intrinsic reward, ie fun. If the game activity is not fun in and of itself, you're just replacing one kind of extrinsic reward with another.
(PS People aren't the same. Some find achieving on a leaderboard intrinsically rewarding. Many don't. Just one more difficulty of this kind of approach!)
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