Gamification methods and goals for your event. The principle of unexpected discoveries and rewards

We are opening a column for the Russian leader in corporate online learning - Active Learning. Until recently, we ourselves thought that we were far from business. But the time has come to accept the undeniable dignity of the business sphere: firstly, the effectiveness of the approaches applicable to e-learning in organizations is checked extremely quickly and accurately - with a ruble. Secondly, it is business skills (negotiating, risk assessment, teamwork) that are included in the gentleman's set of a good specialist in the labor market; and they still do not know how to teach such skills in state institutions. Therefore, we give businesses the opportunity to talk about their findings and methods, and teachers to hear and decide what can be transferred from this experience to their practice. Enjoy!

Gamification is one of the hottest topics in e-learning today. Its effectiveness as a tool for additional motivation and involvement of employees has been repeatedly confirmed in practice. However, the vogue for gamification not only benefits corporate learning, but is also fraught with its inappropriate use - and this is a direct path to frustration in the methodology itself. Let's consider the most common mistakes when introducing gamification into business processes.

Awards for nothing

Virtual awards are a really simple and practically free way to add non-financial motivation to your staff. "Sales Monster", "Negotiation Guru" and other rewards in the form of badges or medals add excitement to the process.

This method of motivation tends to devalue extremely quickly in the perception of the “players”.

What rewards really motivate us and don't have an expiration date? Those that are presented as an indisputable and very real achievement. I ran a marathon - I got a medal, I completed the sales plan ahead of schedule - I was glad for the award. It is these awards that we put on the shelf and keep for many years.

In this case, for the person himself and, most importantly, for all other participants, it is obvious that the award is well-deserved, and the game with medals is not just another "toy" of the HR department, but a reflection of quite real work processes. Otherwise, there is a risk that a fairly large part of the employees will perceive the introduction of gamification as an attempt at "innovative" manipulation, which will cause an effect that is directly opposite to motivation.

The ideal option is when all medals are issued only for what a person has done in real life and for what is an indisputable and objective achievement for everyone.

One size fits all

Does everyone play games? Hardly. Will everyone enjoy the introduction of gamification? Obviously not. Moreover, different people have completely different preferences for certain game mechanics: someone likes to compete and does it even in everyday life, someone is prone to collecting, and someone enjoys methodically tracking movement towards their goal. When introducing gamification into business processes, it is very important to segment the audience according to their preferred “games” that they somehow “play” in their lives: at work, in the family, in informal interaction. Generally, there is a correlation between the type of work a person chooses, their gender, and their preferred game. Male salespeople, for example, like to compete; female salespeople like to accumulate their results.

The game of king of the hill

Gamification will definitely reveal the processes that are already happening latently in the team. If there are laggards in the team, they will begin to lag even further after seeing an objective picture of their position relative to the rest. The leaders will further strengthen their already good positions.

What is suppressed by a person in ordinary life becomes before him in full growth in the form of a position in the ranking, the number of medals and points.

At this point, it is important to give the laggards the opportunity to cope with the increased pressure and help break through to the top. It is also necessary to create new challenges for leaders within the game model. Otherwise, the effect of the “king of the hill” will work: the leaders remain at the top of all ratings without any significant effort, and the lagging behind realize the futility of their attempts to break through to the top and completely give up.

Inappropriate context

How do you like the idea of ​​gamifying the activities of ambulance workers? What about the people who are responsible for raising money to help cancer patients?

Our whole life is a game, but some areas of activity remain incompatible with the very concept of a game, and an attempt to implement them will cause, at best, unwillingness to participate, at worst, sincere indignation. In business, as a rule, such areas so far are everything related to finance, law, security, in some cases - management and mentoring.

Short strategy

Even the most exciting game gets bored sooner or later and, as a rule, this happens sooner rather than later. When introducing gamification, it is necessary to think over the role of this tool at the very start. And if, answering the question “How long do we plan to use it?”, You name a period of less than three years, it’s better not to start.

In fact, gamification is just a set of rules that refractions an already existing activity from a new angle.

When implemented correctly, gamification becomes as common and integral to work activities as holding meetings or rewarding employees for outstanding results.

Recall the element of gamification that was actively used in the USSR - social competition. This "game" has been an integral part of the life of the vast majority of the country's population for decades.

Ideal gamification is built into the work and study process as part of the culture and way of working, and, conversely, the “we will introduce for a couple of months, and then we'll see” approach rarely works.

18 07 2015

“Everything in the future online is going to look like a multiplayer game”. Eric Schmidt, Google CEO

This article is based on the popular Gamification Coursera project , as well as Kevin Werbach and Dan Hunter's book Involve and Conquer. Game thinking in the service of business "(original title" For the Win: How Game Thinking Can Revolutionize Your Business.

By article, a note is a collection of notes that I took while watching lectures. It is written in a very simple language, since I wrote the abstract primarily for myself, and then I decided to edit it and publish it on the blog.

Gamification (gamification) in education and business is not yet as popular in Russia as, for example, in the United States, but I think interest in this topic will grow in the coming years.

Since there is a lot of material, I decided to break it into several articles. This is the first part, the second and third will appear soon.

What is gamification?

people invented various games throughout its history. Each of us was once truly passionate about some kind of game. Someone is playing football, someone is playing chess, someone is Monopoly, and someone is World of Warcraft or FarmVille. Games have great power, and make us feel a variety of feelings. We are fond of the process of the game, feel the involvement in the team and satisfaction from the result achieved.

There are principles on which games are built and techniques that make them fun. These principles and techniques can be applied not only in games, but also in other areas. such as marketing, human resources, healthcare, environmental protection and training.

A well-designed game is a complex and multifaceted tool that can significantly influence our motivation.

This is the essence of the new business practice called gamification (gamification). We take game elements and approaches used in video game design and apply them to non-game situations..

The term gamification (gamification) appeared not so long ago, and often causes misunderstanding. Gamification is often confused with other concepts related to games in one way or another. Before we look at what gamification actually is, let's first be clear about what it is NOT.

• This is not an immersion in a 3D virtual world like Second Life.
• These are not games while working or studying.
• This is not the use of games in a business context, as, for example, within the McDonald's Monopoly project.
• These are not various simulators that are used in the training of pilots, doctors and military specialists (everything that is in recent times often grouped under the term serious games).
• Gamification is not only used for marketing and attracting new customers.
• This is not game theory (a branch of applied mathematics dealing with the study of optimal strategies in games).
• If you have already read something on the topic, then you have probably come across the abbreviation PBLs, which stands for points (points, points), badges (badges, badges, awards), leaderboars (leaderboards, leaderboards). Gamification is not limited to the implementation of these elements, and moreover, it does not necessarily include them.
• Gamification is not necessarily applied digitally. So, if we work with children, then real medals or stripes on clothes may well act as badges.
• Gamification alone cannot be the key to success. This is nothing more than an auxiliary element. So, your application will not be used just to be in the first place in the leaderboard. It will be used primarily because it is useful in some way, and gamification is just a tool to increase motivation and engagement.

Why Use Gamification?

Why do hundreds of millions of people around the world spend hundreds of billions of hours every month playing computer games, game consoles, mobile phones and tablets? Why are not only teenagers passionate about computer games, but also adults, well-educated and accomplished people who, it would seem, should not waste time on such nonsense?

The answer is very simple: because these games are skillfully designed. They take into account the psychological characteristics of the participants; colossal work and experience of the developers have been invested in their creation.

Successful implementation of gamification can be a daunting task, as it requires knowledge in very different areas. So, if we use gamification in the business sphere, then this will require both an understanding of the principles of game design and the ability to manage business processes. If in training, then, accordingly, understanding the mechanisms of creating games and experience in compiling training courses. Finding a specialist with all the necessary competencies can be a daunting task. But this situation has its advantages, as it leaves room for experiments and new ideas.

The main thing in the process of gamification is not to focus on external, superficial attributes of the game, such as PBLs (points, badges, leaderboards), and not to lose sight of the more important aspects that underlie it.

The need to use gamification arose due to the fact that old motivational schemes often do not work. The carrot and stick method is not always effective. Monetary reward, status and fear of punishment are valid, but only up to a certain limit. The world around us is changing rapidly, new opportunities are constantly emerging, and people often behave quite differently from what is expected, based on the basic existing ones. this moment concepts of management and marketing. Might be worth trying some new circuits?

While studying at school and university, we all received grades. Grades are the mechanism by which teachers determine the level of knowledge and motivate students to achieve new goals, and, if you think about it, they have a lot in common with points in a computer game. At work, we move from one position to another, higher, as we accumulate experience and knowledge, just like in a game we move from one level to another, more complex. Work and education are, to a large extent, games. So why not make these games more interesting?

Game elements can significantly increase motivation. Moreover, monetary compensation is not always necessary, since the game itself is a reward. So, when people play video games, they can spend a huge amount of resources to get virtual objects that have no real value, not to mention that in some cases, real money has to be spent to acquire these objects.

Examples of using gamification in business.

Millions of people use Microsoft Windows and Microsoft Office every day. it software developed by hundreds of specialists, subjected to numerous modifications over the years, and localized for all major languages ​​of the world. In such complex systems, errors inevitably occur. They are identified by testers, whose task in this case is to review each dialog box in each language for errors. The work is done “manually”, as automated systems are not efficient enough. The problem here is not only in the huge amount of work, but also in the fact that this work is extremely boring and monotonous. Even a company like Microsoft is not easy to find enough people to test their products. Difficulties arise even with the search for specialists who test software on English language not to mention such rare languages ​​as Slovenian or Urdu.

One of the testing teams was led by Ross Smith, who found an innovative approach to solving the problem, turning the software testing process into exciting game, dubbed the Language Quality Game.

Thousands of Microsoft employees around the world took part in this game in their free (!) time. They received points for each error they found (which seemed to them incorrect use of the language), and their results occupied a certain place in the leaderboard (the more points scored, the higher the place in the table). In order to make sure that players didn't just skim through the pages without looking, but actually tried to find inaccuracies, the organizers of the game added a small number of intentional errors and clearly incorrect translations. The scoring system tracked the results of both individual players and regions.

The game contributed to the emergence of a competitive spirit. The employees wanted to win. They also wanted their language to win. In the end, 4,500 participants viewed more than half a million Windows 7 dialog boxes, reported 6,700 inaccuracies, resulting in hundreds of significant fixes. They not only did something that was not part of their job responsibilities, but also found the process of finding bugs fascinating and addictive.

I didn’t find a good photo of Ros Smith, so I took a screenshot from this speech:

Screenshots taken from this page. To be honest, I'm not sure that they refer specifically to the project described in the article, and not to one of the similar ones, but, in any case, the principle is the same.

What is internal gamification.

Ros Smith's Language Quality Game project is an example of internal gamification, that is, the application of gamification within an organization to increase work productivity.

Internal gamification has two characteristics. First, the players are already part of an established community, in this case a firm. Employees of the company can be very different people, with very different abilities and interests. But they regularly interact with each other, share the corporate culture of the organization, want to get promoted, and achieve a certain status. The Language Quality Game was successful because the employees of the Microsoft departments wanted to beat their colleagues from other regions, and because they were all united by one global goal - to create a better operating system.

Secondly, the motivational component of gamification must interact with the company's existing management methods and incentive schemes. The Language Quality Game was effective because the players were not hired by the company as testers. They participated in the game not because it affected their wages, but because they enjoyed the process of the game itself.

What is external gamification.

External gamification is associated with interaction with existing customers and attracting new ones, that is, it is usually used for marketing purposes. Gamification in this case is a way to increase customer loyalty, which should lead to increased profits as a result.

An example of the use of external gamification is Record Searchlight, a daily newspaper published in Redding, California. Any printed publication faces great difficulties due to the fact that readers increasingly prefer electronic publications. They get news from blogs and find articles on relevant topics on the web, which leads to a decrease in the number of subscribers and a decrease in advertising revenue.

The management of Record Searchlight decided to create a website (with ads) whose goal was not just to attract readers, but to motivate them to actively interact with articles and recommend materials to friends.

They introduced a system of badges (badges) that readers could earn for quality comments on online articles. The badge was an icon that was reflected in the profile of a user who achieved the required results (leaving a certain number of comments). One of the goals of introducing badges was to keep users on the site.

After 3 months, the volume of comments increased by 10%, and the time spent by the user on the site increased by 25% per session. Another goal was to improve the quality of discussions on the site. Since readers supported other readers' good comments, the badges reduced the number of offensive and questionable statements, which reduced the cost of moderation.

What is behavior change gamification.

The course materials used the term behavior-change gamification. I'm translating verbatim because I can't think of a suitable equivalent. Behavior change here refers to the formation of new habits and social norms. Gamification in this case is aimed at popularizing a healthy lifestyle, disseminating information about the rational use of natural resources, and mastering new useful skills, such as financial literacy.

An example is Keas Health Management, which aims to motivate people to healthy lifestyle life. Keas was founded by Adam Bosworth, who previously worked at Microsoft, BEA Systems and Google. At first, the company focused on presenting users with comprehensive health information, believing that if people can clearly see how their diet and exercise affect their health, they will correct their behavior. But it didn't work. No matter how exhaustive and convincing the information presented, people could not eradicate old habits.

Then the company changed its strategy. They first presented the information in the form of tests that tested health awareness. Then we included the tests in a team game, which had levels, a strategy and a leaderboard. The company was not sure of success. After all, who loves polls and tests? But, just in case, they made up a large number of questions. They should have been enough for the 12 weeks that the program lasts. Users passed all tests in a week.

After that, the company continued to develop in this direction. Making health care a game has enabled many people to successfully change behavior and develop new, healthy habits. For example, employees at one of the hospitals that participated in the Keas program lost (together) over 1,200 pounds, with 64% of participants saying that their productivity increased.

The systems that Microsoft, Record Searchlight, and Keas have implemented seem to have little in common at first glance, as they are designed to function in very different contexts. But all of them are examples of gamification and the application of game thinking to solve business and socially significant problems.

What is the definition of the term gamification?

Companies have been using game thinking to solve business problems for a long time, but have not exploited the full potential of gamification. Term gamification appeared in 2003, but became widely used only in 2010. Although many reputable magazines call gamification a new popular trend in business, the term is often interpreted in different ways.

In this article, gamification refers to the use of game elements and techniques used in game design in non-game contexts. There are three important points in this definition:

1) game elements,

2) techniques for designing games,

3) non-game contexts (situations).

Let's look at each of them in more detail.

Any game is constructed from separate parts, which can be called elements of the game. Elements is a set of tools with which you can build a game. So, checkers include such elements as chips (checkers), features of interaction between checkers, such as the movement of checkers diagonally and the ability to “eat” the opponent’s checkers, and the rules according to which the checkers that have reached the last row become kings. Thus, the elements of the game include both objects, and the features of their interaction, and a set of rules.

In the Language Quality Game, the elements of the game were the competition between the divisions of the company in different countries and leaderboards, allowing you to compare the results of the participants.

Just as we can assemble various objects from Lego pieces, we can construct something new from various elements of the game. We can do new game, or we can combine the elements of the game and create something that is not really a game. If we take parts of the game and implement them into business practices, for example, we set the task for testers to find errors in software localization, then we introduce gamification, the purpose of which is to increase labor productivity.

An important point. Gamification does not mean creating a full-fledged game. We just use individual elements games, which gives us more flexibility. When we play checkers, we cannot change the elements of the game - otherwise it will no longer be checkers. With gamification, things are different. When we develop a gamified system, our task is precisely to change game elements in such a way that they help us achieve our goals.

Gamification uses tricks, typical for the creation of video games, but everything is not as simple as it seems at first glance. It would seem that there is nothing complicated in introducing a points system to the site, it's just a piece of code. Do you want your customers to visit your site more often? Then just give them 100 points each time they log in. You can also add a leaderboard to track your scores! But this is an example of the wrong approach to gamification. What is the point of earning points? It may be tempting for some users to get a high score or take the top line in the ranking, but they will not last long. New users may choose not to participate in earning points, as they find that leaderboard results are more difficult to achieve. Not to mention the fact that most users are simply not interested in points.

Even companies that successfully use gamification fail. For example, Record Searchlight has successfully used external hemification to attract and retain readers. But, at some point, the editors got carried away and introduced a special badge for those who subscribed to the advertising mailing list. The idea was unsuccessful, users were annoyed by promotional emails, and the number of subscribers decreased.

How to determine which elements of the game are best to use when? Gamification is not only a list of possible components and step-by-step instruction on their application. It's a bit of science, a bit of art, and a lot of trial and error. Designing games is not an easy task. Even successful companies like Electronic Arts and Sony spent tens of millions of dollars developing games that failed to sell. But, if we do not use the experience gained by others and time-tested techniques, then the chances of success will be small.

The third element of the definition is non-game contexts(situations). In all use cases of gamification, whether internal, external, or behavioral, non-gaming goals must be achieved. Ross Smith's team didn't kill hordes of zombies, they skimmed through dialogue boxes to find translation errors. But, in some incredible way, this activity seemed to them a game .

Why use gamification?

There are three reasons: involvement, experiment and result.

Involvement. Gamification is a way to develop systems that can motivate people. Anything that can attract new customers and keep existing ones, or inspire employees to solve problems effectively, is worth a try.

The reason here is simple. Games activate the production of dopamine, the “pleasure hormone”, offering us the joy of approval and victory. So, by creating a gamified system, we can turn the process of completing a task into a pleasure. The main thing here is not to focus entirely on the pleasure of the process, and not rely solely on primitive mechanisms, since all these are elements of external motivation. You can create intrinsic motivation, that is, make it so that the completion of tasks becomes meaningful in itself.

So, with the help of gamification, it is possible to motivate people to exercise regularly, eat healthy food, and rationally use natural resources. You can rally the employees of the company, or perform a task that requires a collective effort. For example, study NASA images in order to find new planets that automated systems cannot detect.

Experiment. To improve in the game means to experiment. You know that someday you will inevitably fail, but you also know that you can always start again, so the possibility of defeat is not scary. In most video games, you can win, but you can't completely lose. Therefore, if the game is balanced, not too difficult and not too easy, then players are always striving to improve their results, and constantly find new, often the most unexpected, ways to solve problems. This approach is very important in today's business environment, where innovation plays a key role.

Thanks, it's much clearer now.

Zemskova M.S. 1 , Krasnova M.V. 2

1 Orcid: 0000-0002-6309-9568, Candidate of Economic Sciences, 2 Orcid: 0000-0001-9022-5171, Candidate of Pedagogical Sciences, Vladimir State University named after A.G. and N.G. Stoletovs

INTRODUCING GAMIFICATION IN THE PROCESS OF MOTIVATION OF GENERATION Y STAFF

annotation

The article discusses the main approaches to the concept of gamification and the goals that determine its application, compares and delimits the main synonyms of the term: gamification and gameization. The effect of the introduction of gamification in the activities of personnel is predicted, the main tasks are described.game design techniques,a scheme of application and principles of its construction are presented. The theory of generation was tested on the basis of a survey conducted among students of FGBOU "Vladimir State University", confirming the feasibility of introducing gamification asa way to motivate staff to highly productive work, to form loyalty to the company, a corporate culture that allows you to launch the mechanisms that have been formed in the process of developing a generation whose representatives are actively entering the labor force.

Keywords: personnel, motivation, gamification, theory of generations.

Zemskova M.S. 1, KrasnovaM.V. 2

1 Orcid: 0000-0002-6309-9568, PhD in Economics, 2 Orcid: PhD in Pedagogy, Vladimir State University named after AG and NG Stoletovs, Vladimir

IMPLEMENTATION PROCESS IN GAMIFICATION PERSONNEL MOTIVATION GENERATION Y

Abstract

The article deals with the main approaches to the concept of gamification and purpose, causing its application, the comparison and delineated core term synonyms: gamification and igrovizatsiya. Predict the effect of the introduction of gamification in the activities of staff, describes the basic techniques for designing games is a diagram of the application and principles of its construction. The approbation generation of theory, based on a survey conducted among students FGBOU “Vladimir State University”, confirming the feasibility of gamification as a way to motivate staff to the high productivity of labor, the formation of loyalty to the company, the corporate culture, which allows to run the mechanisms that have formed in the generation of the development process, whose representatives actively enter into the labor market.

keywords: personnel , motivation , gamification , generational theory.

An analysis of modern personnel motivation systems as a whole often shows their low efficiency. The increase in salaries and bonuses brings the amount of incentive payments to unreasonably high levels and still does not justify itself, while the abuse of financial motivation and the introduction of penal incentive programs unnerve the staff and force them to look for more financially stable jobs.

As a rule, managers try to get the staff to do something, being completely sure that the employees are well motivated to complete the task. At the same time, not taking into account the difference in the perception of certain events, different value judgments and, as a result, completely different motivations. In this socio-anthropological dynamics, only a little remained unchanged, namely the presence of values ​​- people had, have and will have them. Values ​​add meaning to life, a person reacts to them when he makes a choice, he focuses on them, while their understanding changes. Based on the values ​​of the owner, managers create and develop companies, attract employees who share their ideology.

Even more complex is the case for younger generation Y workers who have recently entered the labor force. They grew up in virtual world computers, digital technologies, their technological literacy is of a completely different nature than that of previous generations. They are focused on quick results and are not ready to wait for a reward for a long time, they adapt easily. At the same time, the prestige of the company, brands is less important for them; they are interested in places that more reflect their own values, personality, features. They easily change jobs, adjust working conditions to fit their lives and look for flexible working hours.

Managers, in whose subordination representatives of the younger generation work, quite often face the problem of motivating them to improve the efficiency of their professional activities. The standard methods adopted at most enterprises do not work for young people. In managing this category of employees, it is important for managers to take into account the changes that have taken place in the attitudes of today's youth and build their stimulation using techniques, most of which can be based on the use of gaming technologies and gamification to achieve significant results and retain employees.

The purpose of this article is to predict the effect (result) of introducing gamification into the process of motivating generation Y personnel in order to involve employees of this age category in the corporate policy of the company, increasing loyalty to the employer and motivation to work.

The study of the values ​​of representatives of different ages is carried out by followers of the theory of generations, which first arose in the early 90s and was subjected to great criticism, but at the same time found many supporters, both in Russia and abroad. According to this theory, generation Y (born 1984-2000) entering the labor force differ significantly in values ​​and motivators from the baby boomer generation (born 1943-1963) and generation X (born 1963-1984). Generation Y is very virtualized, its representatives grew up on computer games, part of their life is spent in social networks and global access to any information, and in connection with this, the gamification of the labor process becomes an effective tool for their motivation.

For the first time the term gamification (gamificacion) was used by the American programmer and inventor Nick Pelling (Nike Pelling) in 2002 and the Canadian consultant Gabe Zichermann in 2003, which was understood as the process of using game thinking and the dynamics of games to involve the audience in the activity and process of solving problems.

The term "gamification" has been widely used only since 2010 in many areas of human activity: in business, personnel management, healthcare, education.

According to Garther forecasts, more than half of the companies in the world by 2015 will use gamification as a motivation and increase the level (degree) of staff interest in the overall success of the company.

The main goals that determine the use of gamification are as follows:

• changing the behavior of an employee depending on the goal (task);
• increasing the competitiveness of the enterprise; increasing the level of involvement in labor activity;
• the need to make the routine processes of professional activity more exciting;
• expansion of the cognitive horizons of employees, because during the game, more information is remembered;
• acquisition of new labor skills, etc.

Gamification is a popular new business trend, and although the term is often interpreted in different ways, it most often refers to the use of game elements and techniques used in computer games in non-gaming contexts. In our study, this definition will be used as a baseline.

The term "gamification" has synonyms - gamification, game mechanics in staff motivation, gameization, etc., but the initial interpretation is most often used. One of the interpretations of this term was devoted to the report of the Center for Educational Development of the Moscow School of Management Skolkovo, who used the following definition of gameization: the use of game approaches to actively involve students in the process of mastering new skills and competencies.

If we compare the concepts of "gamification" and "gamification", then the first more accurately reflects the essence of this phenomenon, and the second is disclosed and studied in detail in pedagogy and educational methods, in the practice of which gaming techniques have long been used. Domestic researchers of pedagogy Vygotsky L.S., Shchedrovitsky G.P. and Elkonin D.B. and others also paid attention to the specifics and features of the game and gaming activity in the process of education, recognizing it as extremely effective, universal and easily reproducible.

The term gamification includes the features of computer and video games specifically, which is a separate developing activity with new mechanisms and platforms that gives better results in involving generation Y employees in professional activities.

A survey conducted by Empire Personnel shows that of all four generations, generation Y has the highest percentage of interest in the gamification of the labor process (53%). The values ​​of the generation Z following it are still in the process of formation, but already 38% of respondents answer that gamification tools are aimed at this generation, while 3% are for generation BB, and 6% for generation X .

• sales department - 18%;
• marketing department - 12%;
• customer service department - 9%;
• development department - 6%;
• PR service - 4%;
• IT department - 3%
• success does not depend on the specifics of the department - 39%.

Major global brands involve their customers in games, stimulate sales of their products and introduce the game into personnel management (Microsoft, Volkswagen, Nike, MacDonald’s, MTS, etc.)

In Russia, the term gamification is used, and although it has not yet become a daily tool for employers, it is at least known to most of them and used in one way or another in their work - only 27% of employers are not familiar with it (poll conducted by Beagle ) .

A survey conducted among students of FGBOU "Vladimir State University" and their friends, acquaintances and parents in the fall of 2015. with the help of questionnaires and a survey in social networks, it once again confirmed the conclusions of the theory of generations (189 people participated in the survey, of which 50 people were representatives of the baby boomer generation, 64 people were generation X, 75 people were generation Y).

Thus, three generations participated in the study: Generation BB, X and Y. The questionnaire contained the following groups of questions:

• about the factors that motivate you to work the most;
• about what the respondent is ready to put up with at work;
• about the factors that can keep an employee at work if he decides to leave the company;
• about the incentive that influences the choice of employer.

The analysis of the obtained data showed that the most important factors for generation Y, whose typical representatives are VlSU students, were a comfortable atmosphere in the team (21% of respondents chose this factor as the most important), flexible schedule (12%), money (8%) for of this generation are an opportunity to use the many benefits of the world, but do not act as professional motivation; generation Y can put up with overtime (18%) and routine work (19%) as well as informal employment (17%), this can be explained by the fact that many of them have not yet started families and do not think about retirement, for generation Y important incentives are also corporate trainings (18%).

A large number of representatives of generation Y care not only about a favorable atmosphere in the team, but also about a comfortable environment in the workplace, so its design and the ability to dress in a familiar manner can make a difference. Generation Y was brought up on computer games, so the workflow will be effective if the work routine becomes something like a game. Generation Y are perfectionists by nature, one failure deprives motivation. To work effectively with this generation, it is necessary to tell them about the available resources, indicate intermediate results and accompany them to the final goal, and also make it clear that everything will work out. Its representatives are focused on quick results and it is quite difficult for them to accept long-term goals, so the employer is encouraged to split global goals into smaller ones and gradually present them.

Gamification is the tool of motivation for effective work, which allows you to break down a large, outwardly overwhelming problem into many small and simple tasks.

Depending on the goals facing the organization, the gamification of personnel activities can be based on different principles:

Competition is the core of all gamification. The results here should be quantifiable, the goals and rules should be clear. Value judgments should be avoided, as ratings are important in such games, not ratings. The use of competitions improves the quality of work and the speed of operations by generation Y. One can become the leader of the rating, but many will strive to achieve this level. Scoreboards should be open throughout the competition so staff can see the progress and legitimacy of the rules of the game.

Team building. For example, the exchange of gratitude between employees for the implementation of corporate principles, which are the rules of conduct in the company and improve business processes (for example, for mutual assistance, for teamwork, for the high speed of completing tasks, for respect for the work of others, etc.). Badge rewards can be obtained for various actions, and then exchanged in the “gift shop”. What is important here is not competitive ratings that oppose staff to each other, but communication, cohesion and corporate ethics. A game like "Win-win" ("you - to me, I - to you"). Events of such a plan promote not only professional, but personal communication among employees, create an environment for healthy competition, mutual respect, mutual assistance and trust.

Education. By visualizing the goals and objectives of the organization, gamification helps to make clear the main directions of the company's development and increase the visibility of the results of the work of employees, as well as develop the necessary skills, broaden their horizons and activate Creative skills employees. Learning is always a complex and routine activity that requires a lot of effort on the part of students. game mechanics in the learning process can significantly influence the behavior of employees and increase the effectiveness of learning outcomes by triggering the subjective activity of trainees.

Gamification is often based on the principle of instantaneous feedback, and this aspect is very important for Generation Y. Gamification is precisely the tool for motivating effective work that allows you to break down a large, apparently overwhelming problem into many small and simple tasks.

The results of the effective implementation of the gamification process in personnel management can be:

• increasing staff involvement in overall strategy companies;
• increasing the level of "well-being" of the staff;
• increasing the average tenure of employees in the company;
• improving the quality and timing of work, etc.

Thus, the process of introducing gamification of personnel activities may look like shown in Figure 1.

There are three important points in the game development process:

• game elements;
• techniques for designing games;
• non-game contexts (situations).

Rice. 1 - Scheme for the implementation of gamification of personnel activities

Any game is constructed from separate parts, which can be called elements of the game. Elements is a set of tools with which you can build a game. If the manager takes parts of the game and uses them in business practices, then he introduces gamification, the purpose of which is to increase labor productivity. Elements of the game can be competitions between company divisions in different regions, offices, structural divisions, tables compiled on their basis with indication of leaders, allowing to compare the results of participants. From various elements, you can construct new games, that is, you can make a new game, or you can combine game elements and create something that is not really a game.

Techniques for designing games can be quite different: a game with an opponent, in which management processes are modeled under conditions of mutually influencing behavior or interaction between employees; game with nature - the process of controlling the probabilistic behavior of the environment and the controlled object is modeled; a game-simulator in which the control process is modeled in the dynamics of the spontaneous development of the situation.

Non-game contexts (situations) are the shells in which the game takes place: “YAKOMANDA”, Evoke Game, “Let the Forces”, etc.

However, no matter how effective the game is, there are always risks of not accepting it by the team, forcing the use of corporate social media. company networks, and not the usual ones (Vkontakte, facebook, etc.), participation in games for show, etc.

The risks from the use of staff gamification can be reduced to the following:

• the risk of devaluing the true intrinsic motivation of a person;
• the risk of provoking manipulation and control (ratings are perceived as a way to identify "bad" and "good" employees);
• the risk of rejection by the staff of the rules of the game (when the game is imposed by order, then instead of active participation, a waste of time and money is obtained).

To avoid these risks, only the voluntary participation of employees in the game is necessary. The control of all actions of the staff depresses internal motivation and the desire for autonomy and does not bring any satisfaction.

The absolute transparency of the gamified system for the staff allows you to see the goals through the understanding of the rules of the game mechanics by the team. This makes it possible to use gamification as a new way to motivate staff to highly productive work, to form loyalty to the company, corporate culture, and to launch the mechanisms that have been formed during the development of the generation whose representatives are actively entering the labor force. A legend or story that arouses interest and points the way to the achievement of the goal is able to keep the player's attention and help change his tasks. Using different tricks With gamification, the management of the organization is able to keep the interest of employees, increase its internal motivation, get feedback in time and achieve the global goal, breaking it down into small ones.

Literature

1. Igna O.N. Simulation (simulation) technology in the professional methodological training of a foreign language teacher // Vestn. Tomsk State ped. university (TSPU Bulletin). - 2011. - Issue. 9(111). - S. 186-190.
2. Zikermann G., Linder D. Gamification in business; per. from English. I. Aizyatulova. - M.: Mann, Ivanov and Ferber, 2014. - 248 p.
3. Konanchuk D., Volkov A. The era of "greenfield" in education: [Electronic document]. – M.: Skolkovo, 2013. – https://goo.gl/JpCwPJ
4. Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Processes Will Gamify Those Processes [Electronic Document] // Gartner. WHY GARTNER ANALYSTS RESEARCH EVENTS CONSULTING ABOUT. – April 12, 2011. – http://www.gartner.com/newsroom/id/1629214
5. Starodubtseva E. This will make generation Y work better [Electronic document] // Rusbase. - March 1, 2016. - http://www.rusbase.com/opinion/lu4she
6. Work playfully! The results of the study of the recruiting company "Beagle" on the topic "Gamification in HR" [Electronic document] // Beagle. - June 25, 2013. - http://www.beagle-group.ru/ru/company/news/25062013

References

1. Igna O.N. Imitacionnaja (modelirujushhaja) tehnologija v professional’noj metodicheskoj podgotovke uchitelja inostrannogo jazyka // Vestn. Tomskogo gos. ped. un-ta (TSPU Bulletin). - 2011. - Vyp. 9(111). - P. 186-190.
2. Zikermann G., Linder D. Gejmifikacija v biznese ; per. s engl. I. Ajzjatulovoj - M.: Mann, Ivanov i Ferber, 2014. - 248 p.
3. Konanchuk D., Volkov A. EHpoha "grinfilda" v obrazovanii : . – M.: Skolkovo, 2013. – https://goo.gl/JpCwPJ
4. Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Processes Will Gamify Those Processes // Gartner. WHY GARTNER ANALYSTS RESEARCH EVENTS CONSULTING ABOUT. – April 12, 2011. – http://www.gartner.com/newsroom/id/1629214
5. Starodubceva E. Jeto zastavit pokolenie Y rabotat’ luchshe // Rusbase. – March 1, 2016 . – http://www.rusbase.com/opinion/lu4she
6. Joba igrajuchi! Rezul'taty issledovanija rekrutingovoj kompanii "Bigl" on temu "Gejmifikacija v HR" // Bigl . – June 25, 2013 . – http://www.beagle-group.ru/ru/company/news/25062013

Can routine things turn into an exciting process? Yes, this is the idea hidden in the concept of “gamification”.

Gamification is the use of game mechanics in non-game processes. This tool is always built around existing (business) processes, involving people and thus increasing the overall efficiency of the process itself.

In addition to understanding the techniques of gamification, it is important to remember that this is primarily a mechanism for motivating people to perform this or that action. Below you will learn about the psychology of "gamers", as well as the history of the term itself, mistakes and the introduction of game mechanics into business.

History of gamification: Everything new is well-forgotten old

Gamification originated at the beginning of the 20th century, when Sears and Robuk issued coupons that could be used to receive gifts. One of the brightest examples of the use of gamification in the business of those years can be called the Rückheim brothers, manufacturers of the famous Jack Crackers, who not only added the same coupon system, but were the first to come up with the idea of ​​putting small toys in popcorn boxes.

The term itself was first used when the first text analogue of modern MMORPGs appeared - the Mud game.

In the modern sense, the term is used relatively recently - it appeared in 2003, when the company Conundra was founded, offering the use of game mechanics in production.

The main directions of gamification

There are two main areas of application of gamification in business: external and internal. The first is to increase audience loyalty to a company or a particular product. The second is the gamification of processes within the company: increasing employee loyalty and motivation.

External gamification. The key business tasks that this direction solves are attracting and retaining an audience. For example, the vast majority of companies have active loyalty programs, which, in essence, mean monetary rewards (bonuses, discounts) for customers for the consumption of goods and services. The most striking examples are "miles" of air carriers, accumulation and discount cards in stores.

Elements of external gamification can also be found on various sites, for example, well-known calculators that calculate the amount of a mortgage / loan / order.

Internal gamification. The biggest hopes that are placed on the gamification of internal processes in a company are to increase the involvement of employees in a certain process and develop a transparent motivation system. And not in vain, because gamification effectively manages the involvement of game participants thanks to: fast feedback, clear game rules, exciting scenarios, and rather complex tasks consisting of many short-term tasks.

In this article, we will talk about the second type.

Game mechanics and types of "gamers"

The game mechanics of gamification include points, levels, status, rewards, achievements, ratings, titles, and so on. Existing loyalty programs are the basic gamification of the consumption process.

As mentioned above, this tool is based on the psychology of a person and his motivation to perform certain actions. Therefore, it is worth dwelling on the types of "players" in more detail. Please note that different game mechanics should be based on different types of “gamers” in order to get the maximum result.

There is a description of the main types of players in gamification, which implies psychological portraits of people and their main goals. They are described by a well-known Western expert in the field of gamification - Andrzej Marczewski.

Please note that in real life each of us is a combination of these types, and combinations in one person can change under the influence of various factors.

Cheat sheet with types of "players" in gamification

Player. This is the only type that is well motivated by external rewards. All existing gamification scenarios will be aimed at this type of people anyway. They are interested in any game that is encouraged in one way or another.

All of the following types of players are intrinsically motivated. They will be involved in the process only in one case - if they are really interested.

Communicator. Connectivity is the key motive. For this type of player, it is important to establish and maintain relationships with other participants. For them, social status is of great importance, since it makes it possible to establish contacts with a large number of people. It is important for them to find people with similar interests or equal social status.

Creator. The key motive is autonomy. They do not like rules, restrictions. It is important for them to be able to choose their own path. This path can include writing a product review, accumulating points to unlock hidden content, or participating in a creative contest.

Achiver. Skill is the key. They want to be professional in the things they are interested in. They do it for themselves and don't need to show it off. Levels, obstacles, difficulties, tasks are important for them - everything that they can overcome, enjoying it. It is important for them to see their progress in achieving the goal. In some cases, ratings are important to them, but rather, as an additional challenge - to overtake other players and become better.

Philanthropist. The key motive is a big goal. They like to feel part of something bigger and more important. Good examples are Wikipedia or any large Q&A service (like Quora). They like systems that give them the opportunity to help others and feel connected to something greater.

How not to do

Today, gamification has found wide application in various areas of business, which made it possible to learn in practice not only about its positive, but also about its negative sides. Let's consider the most common mistakes that may appear when introducing gamification into a company's business processes.

We are all of the same blood. Always remember that both in the team and among the potential audience there will be different types of "gamers". And this means that before launching this one into work, it is worth segmenting your audience. Obviously, it will be difficult to evaluate each individual, so you can focus on his profession. For example, sales professionals are more likely to be referred to as "achievers", as they are used to fulfilling plans and achieving specific goals - "achievements".

Gamification? Easily! At first glance, the tool may seem quite easy to implement, but if you think about it, someone who will be involved in introducing gamification into company processes will have to run a full-fledged project. It must be understood that the introduction of gaming processes is likely to become an integral part of the work activity and can last for years.

Well done! One of the most common mistakes that CEOs and HR professionals make is giving "easy" awards. It would seem that if you encourage employees with various badges and medals, this will increase their motivation to achieve new heights. But very quickly, these awards will lose their value and will be seen more as a given than an encouragement. Think about what awards we keep on the shelves for years? Only those who deservedly received for significant achievements, for example, ran a marathon.

You can handle it yourself. As mentioned above, gamification is a full-fledged project that needs to be monitored, analyzed and moderated. For example, when gamification is introduced into the internal business processes of a company, most likely the leaders of the team will begin to strengthen their positions more and more, and those who lag behind, on the contrary, will lose. Therefore, it is important to monitor the mood within the team, help those who are lagging behind break higher and create new steps for the leaders.

Instructions for use

In order to be able to use this material as an instruction, let's point out all the necessary actions that are needed to introduce gamification into the company's business processes:

1. State the problem you want to solve with the tool.
2. Segment the audience by types of "gamers" and determine the priority mechanics for each of them.
3. Explore existing solutions. It's always good to know examples.
4. Set a goal for yourself - write down what indicators you would like to achieve in a month, six months and a year. This will make it possible to build this process as efficiently as possible.
5. Think about what additional elements you will need to implement the solution, for example, a website - on which the entire gameplay will take place. And draw up a technical task for their implementation.
6. After the introduction of game mechanics, it is important to constantly monitor the reaction of the audience to this innovation and make adjustments if necessary.

At the end

Gamification does not replace, but improves existing business processes with additional elements and allows you to use additional channels of communication and employee motivation. It should be remembered that generation Y (20-40 years old) and generation Z (10-20 years old) grew up on games. Therefore, this tool is unlikely to lose its popularity in the coming decades.

We thank the representatives of the company for the material provided.websoftand representatives of the company's strategic technology departmentMicrosoft.

We all live in a world where we need to achieve new results every day. We study, work, communicate with people around us, and open up new horizons, and technology helps us all in this today. It is much easier to engage in any activity now than it used to be, but there is one problem that you can hear about more and more nowadays - boredom. Yes, yes, you read it right - boredom.

Let's take the education system (do not just think that we are criticizing it): modern children have long been carrying in their pockets and school backpacks not pencils and skipping ropes (although this, of course, still occurs), but smartphones, tablets, portable gaming devices and other gadgets. And for what? Naturally, to play, because thanks to computer technology, you can now find just an incredible number of games. Children play at home, on the streets, at recess. But then the bell rings and they have to sit down at their desks and instantly switch to a completely different job - not at all as fun and interesting as games. We will not develop this topic further, because. we are sure that each of you still perfectly remembers what a regular school lesson is, conducted by a teacher in exactly the same way as 10-15 years ago. You probably share our opinion: studying (in the usual sense of the word) is a rather boring activity.

And if we talk about work, training and other things like that? Of course, all this is important and necessary, because otherwise a person simply will not be able to adequately function in the world, but does everyone like to do this? Most people go to work like hard labor, with the only desire - to finish another working day and return home. Plus, many companies are faced with the fact that they can not captivate their employees with the work process. And all because in most cases work is something that is done only out of necessity, almost under duress, and certainly not at all by the own desire of the workers.

But let's pay a little attention to our loved ones. Here we set ourselves a goal and want to achieve it. It can be anything:, desire or, the desire to normalize your daily schedule or, or master. All this can be achieved, but the question is how. You can resort to traditional methods, but then we will not achieve what we want as quickly as we would like, because we will gradually start to become bored, start to get bored and indulge in what we are doing (we, again, do not take everyone one size fits all, but talking about most cases). But on the other hand, we can make any business, no matter how busy we are, more interesting, exciting, exciting and fun, and in this case the result will be achieved many times faster. And how many positive emotions we will get from this!

But how can you do it so that both study and work, and life become more fun and interesting?

And to do this is very, very simple - you just need to learn how to turn any of your activities into a game. Remember how you liked to spend time in the game as a child, and maybe you like it now. The game is always cool, cool and interesting. But the most important thing is that you can play at any age, and games can be very useful. And precisely how to make it a game, i.e. gamify or, as they say, gamify any of your activities, this course is dedicated. Believe me, after passing it from life, work and study, you will get much more pleasure!

What is gamification

What is gamification? Someone calls it another marketing technique, and someone prophesies her the status of the most popular trend of the near future, which literally everyone will talk about. Be that as it may, the interest in this phenomenon is due to the desire of people to find a means by which one can increase interest in any activity, the involvement of employees in organizations, and also make the system of remuneration and incentives in companies more open and accessible.

In addition, based on recent research by Gallup that showed that 71% of US workers are either “not engaged” or “not fully engaged” in the work they do, gamification is gaining increasing attention among executives. HR departments.

Here's how gamification is interpreted by the research company Gartner: gamification is a concept based on the application of game mechanics, methods, principles and techniques to non-gaming activities, such as recruiting, education or propaganda. Gartner estimates that in the next few years, more than 70% of the largest corporations will have at least one gamified application aimed at solving a variety of tasks, from mastering skills to improving the general condition of the body.

It is also interesting to learn that the recent Future of Gamification report, produced by Elon University and Pew Internet, refers to a survey conducted by Internet experts on the extent to which game methods can significantly improve the processes of engagement, motivation and learning. It turned out that 53% of respondents believe that by 2020 gamification will be applied in the workplace in the areas of health care, communication, marketing, education and many others.

Gamification professional Karl Kapp is convinced that its essence lies in how quickly it will be distributed among representatives of all generations of people around the world. He also argues that one of the most important elements of this technique - rewards - is able to keep people involved in projects and motivate for interpersonal interaction.

The power of gamification lies precisely in the fact that it awakens the competitive nature in every person. When a person plays, he becomes more and more involved in the process, feels satisfaction from his achievements, which means that he is ready to more often do “extra” actions that are necessary not only for him, but also for the organization in which he works. Moreover, the more he does this, the more he is immersed and involved in the matter, as a result of which he reaches new levels.

By the way, we note that today gamification has already begun to rapidly gain momentum, because gaming systems are used by such world-famous companies as Aetna, Deliotte, Marriott and others. Even the US Department of Defense uses game mechanics and technology to attract and develop its employees.

And, since we are talking about what gamification is, it will be very useful to talk about the principles of this system. By the way, you can already take note of this information for your future practical activities.

Principles of gamification

The basis of gamification is a fairly large number of psychological and behavioral principles, but among all of them, 4 most important ones can be distinguished:

• Principle of motivation
• Status principle
• The principle of remuneration

A little about each of them.

Principle of motivation

According to this principle, people should want to interact, i.e. be motivated. It's no secret that the strongest motivators for action are the desire to have fun and the desire to avoid discomfort.

In the first case, any reward can be applied, from a real physical prize to the opportunity to win the respect and recognition of people. And in the second case, it is recommended to determine as accurately as possible what a person will get and feel if he manages to win - when he tries on the role of a winner in the game, he will want to reach the same level in real life.

And here everything is based on the knowledge of the target audience - the better you are aware of what motivates potential participants (clients, employees, colleagues, friends, etc.), the more effectively you will be able to influence them.

The principle of unexpected discoveries and rewards

Any additional game content, be it bonuses, new perspectives and opportunities, praise, special rewards or something else, causes people not only positive emotions, but also curiosity, which can generate a desire to achieve the final goals of a project, competition or task.

Status principle

The desire of a person to gain status is inherent in him by nature - almost everyone wants to become the best in what he is doing. If the gameplay is well structured, offers many opportunities to demonstrate success and progress, this allows a person to prove his advantages both to himself and to other people. Shaping a person and helping him to feel the respect of others will contribute to his commitment to the behavioral model that allowed him to achieve this.

Any progress indicators such as leaderboards, praise, badges, badges, etc. can be excellent incentives for high activity. It also contributes to the display of information and progress gameplay, because participants will be able to compare their personal successes and achievements with the successes and achievements of others.

The principle of remuneration

Being engaged in gamification of various processes, most specialists, of course, also think about rewards. However, very few choose as rewards exactly the things that will be of interest to the target audience.

Rewards can be status-enhancing, personal, physical, or emotional, but what exactly will be attractive to the participants of a particular project depends on them. If, for example, something physically tangible is taken into account, you need to be sure that the value of the reward is worth the effort that players need to put in to achieve it, otherwise there will simply be no one willing to take part in the project.

These are the basic principles of gamification, and you should always be guided by them. But we will talk about many other things of a practical nature, and we will talk more than once, but for now let's talk about why gamification in general is worthy of being implemented and applied.

Application of gamification

In total, there are three fundamental reasons why it is generally possible and necessary to resort to the use of game methods to non-play activities. These reasons are:

• Involvement
• Experiment
• Result

Let's touch on them in more detail.

Involvement

Gamification, as it has already become clear, serves as a way to develop systems that motivate people. Everything that can attract new participants to the project and retain existing ones, as well as everything that will inspire them to solve new problems, must be used. And the reason is not hard to understand.

Any game contributes to the production of the hormone of pleasure - dopamine, because. gives a person the joy of new victories and the approval of others. Thus, the creation of a gamified system makes it possible to make the process of solving problems exciting. But the main thing in this matter is to concentrate not only on creating a process that can give pleasure, and take into account a much larger number of mechanisms than primitive ones - all this is an element of external motivation. We must strive to create, i.e. to do so that the performance of actions and the solution of tasks becomes important in itself.

Thanks to gamification, people can be motivated to systematically go in for sports, rational use of natural resources. At the same time, it is possible to contribute to the rallying of employees of organizations and the implementation of collective tasks.

Experiment

Experiments allow a person to improve. Anyone playing a game knows that one fine moment he can lose and will definitely lose, but at the same time he knows that he has the opportunity to always start over, and therefore the prospect of defeat is not at all terrible. In almost every game, a player can win, but cannot lose completely.

Based on this, balanced games that are not very difficult, but not too simple, motivate people to improve themselves and improve their results, as well as to search for the most extraordinary and innovative ways to solve problems, both simple and complex. Hence the conclusion that the gamification approach is very important in work, education, self-education, business and many other areas.

Result

Gamification is worth using, if only because it brings results. A huge number of not only, but also global companies such as Samsung, American Express, Microsoft, Nike and others are introducing game elements into their activities, and this alone can be called a significant reason to follow their example.

We are sure you agree with us: it all sounds nice and inspires hope, but is it really that easy to learn gamification? At first glance, it may seem that this science is for the elite, and not everyone is destined to achieve high results. Undoubtedly, not everyone can become professionals in the presented field, but who says that you should be among those who failed? That's right - no one!

Any skill, no matter how difficult it may seem, can be mastered, because that's what we and people are for - to gain new knowledge and learn new things. You just need to find the right approach, and we are happy to share it with you.

How to learn it

Here we will not be original, but simply recall that knowledge of gamification, like any other, comes only with experience. Of course, there are people who, on an intuitive level, can understand, know, invent or create something, but these are usually a minority. For this reason, many of us have to deliberately acquire the necessary knowledge, work hard to achieve results, and constantly hone our skills in practice. But, despite this, a fact is a fact - you can learn anything, including gamification.

There are two aspects of learning this skill - theoretical and practical.

Theoretical aspect involves the acquisition of relevant knowledge. They are presented in this course on gamification.

Practical aspect involves the application of this knowledge in your life, in other words, it is a transition to real actions, and we will also help with this.

However, it often happens that the theoretical foundations remain just baggage that a person simply carries around in his head. The reason for this is the elementary ignorance of how to generally apply what you have an idea about. Based on this, any course, training, seminar and other educational product simply must be created with an emphasis on practice.

It is with this factor in mind that we try to create all our courses and trainings. And this course is no exception, because. it is designed not only to provide an information base, but also to practical use.

Each of the lessons will provide you with the necessary knowledge, but they are presented in such a way that it is extremely easy to understand how they are used. Especially in the lessons there are a lot of tips on what and how to do. Your task is only to study the material and, as you progress, project it onto your own activities, and taking into account the fact that we are talking about games, it will be easy to do.

Do you want to test your knowledge?

If you want to test your theoretical knowledge on the topic of the course and understand how it suits you, you can take our test. Only 1 option can be correct for each question. After you select one of the options, the system automatically moves on to the next question.

Gamification Lessons

In preparing the course, we studied a lot of thematic literature. In the process, we selected what seemed to us the most important and essential, adapted the material for easier perception and assimilation, and also provided practical recommendations from the experience of people who have been involved in gamification for more than one year. As a result, we have collected the most relevant information worthy of attention and application.

Lesson 5 will help you put all the elements you've covered so far into one. In other words, it will become clear from it how the gamification system is created, what needs to be done, how to be guided and what to pay attention to. You will be offered the stages of building a game system from Kevin Werbach, a professional and well-known specialist in gamification, as well as several examples of choosing game mechanics based on the goals of the project. In conclusion, we will talk about how game elements are introduced into the system. And as an add-on, you can get acquainted with the most common mistakes in gamification and tips on how to avoid them.

Now a few words about how to take classes.

How to take classes

As we have already mentioned several times, we tried to adapt all our lessons as much as possible for practical application, and to make the course so that everyone could pass and understand it. The only thing you need to do is to tune in to the transition from thoughts to actions, because you can read thousands of books and become a super erudite, but still stay at the same level without letting your knowledge go into real life.

So we advise you not to postpone the "field tests" indefinitely, but to start acting already at the first stages. To do this, you can do this: spend one day studying the introduction and the first lesson, then for two days try to apply what you learned. After that, rest for a day, and then continue on the same principle. As a result, the entire course (excluding additional materials) will take you about three weeks.

But remember that you need to study the lessons as carefully as possible, and take notes if necessary. What about practical advice and recommendations for action, you need not just to try them out a couple of times, but to implement them systematically, constantly supplementing with new elements. Actually, make the passage of the course a game.

Such a simple method will begin to bear fruit in the first days, and the very application of new skills is gradual, and very useful. Of course, you can come up with your own system for passing the course, but this does not change the essence, because the head of everything is practice. Remember this.

And in conclusion, quite a bit about additional materials.