Design Patterns for Gamification of Work

Design Patterns for Gamification of Work Jakub Swacha [email protected]

Karolina Muszyńska [email protected]

University of Szczecin, Institute of Information Technology in Management ul. Mickiewicza 64, 71-101 Szczecin, Poland +48 914 441 915

ABSTRACT Gamification of work provides a chance of rising employees’ engagement, improving their attitude towards work, and, in turn, increasing their productivity. As the problems faced when applying gamification to various work environments are similar, so are the solutions. Unexpectedly, even though a number of reusable gamification elements, techniques or patterns were described in the literature, due to the way they are presented, they offer little guidance for their use by a work gamification designer. This work aims to address this gap by providing a concise description format for gamification design patterns, their practical classification, and definitions of 21 patterns that can be used for designing gamification of work.

CCS Concepts • Social and management

professional

topics~Project

and

people

Keywords Gamification, design patterns, work experience.

1. INTRODUCTION The disengagement of employees with their work became a widespread phenomenon of these days [8]. As the link between employee’s engagement and performance is supported by multiple surveys (see [5, p. 20–22] and sources cited therein), there is a lot of interest in methods for rising the engagement. A significant part of this interest is focused on games, as, according to Reeves and Read, “for anyone convinced that engagement is a key ingredient of the future of work, games are the definitive model” [19, p. 4]. The idea of adopting game-based concepts to non-game contexts, such as work, is known as gamification. Mollick and Rothbard define gamification as “an employerimposed game in a work environment where the goals of the game are designed to reinforce the goals and purpose of the employer” [16, p. 7]. Abstaining from discussion on whether and when gamification results in a game (see e.g. [15] for a list of possible requirements), we find this definition well-fitting the concept of “gamification of work”, which can thus also be distinguished from SAMPLE: Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. To copy otherwise, or republish, to post on servers or to redistribute to lists, requires prior specific permission and/or a fee.

“gamification at work”, i.e. one happening at workplace but possibly serving purposes other than the employer’s, and aimed at, e.g., employee’s personal, local community or environmental goals. Note that although this topic is central to enterprise gamification (see e.g. [12]), gamification of work is not restricted to enterprises but pertains to any type of organization employing paid or voluntary workers. It is the rules that make up a game, and while each game has very specific rules that no other game has, there are also certain types of rules that reappear in tens or even hundreds of games. Similarly, rules for gamification of work have to refer to actions and objects specific to the given workplace, yet again rules that were found to work well at one place can be adapted for other gamification applications. We can thus think of design patterns for gamification of work in analogy to the design patterns of software engineering [9], knowledge management [18] or project communication [17]. Quite astonishingly, this topic has not been treated in the existing literature with due respect. Although, as noted also by Deterding in his review of existing approaches [6, p. 309], all the widely known gamification methods recommend a pattern-based approach to design, we find the reusable gamification elements, techniques or even patterns they describe as providing insufficient support to a gamification designer (i.e. “a person who creates the design for a gamified system” [12]), especially compared to what is provided by design patterns in other domains (see e.g. [9], [17] or [18]). The approaches described in the literature as well as their criticism will be presented in section 2 of this paper. Section 3 explains our vision of design patterns for gamification of work and their classification. The main contribution, in form of definition and description of 21 patterns, is provided in section 4. The final section concludes.

2. RELATED WORK 2.1 Game Design Patterns vs. Gamification Design Patterns According to Gears and Braun, “designing a gamified solution to a difficult business problem requires informed application of game design patterns, with an understanding of the unique corporate environment” [10, p. 1]. Yet later on, they observe that “(…) game design principles alone were insufficient. In games, players are generally compelled to play for intrinsic reasons. In the corporate context, additional considerations were necessary to give a positive, connected experience beyond just building a game (…)” [10, p. 2].

Gamification design is not equal to game design, as it was aptly put by Herger: “A gamification designer does not come from the game perspective. Nor does she aim to create a game” [12]. While the only universal requirement for the game rules is to make the play challenging and enjoyable, the gamification rules have to accommodate the goals of the organization. In the case of work gamification, the challenges (which constitute a central element of each game [6, p. 301]) are created outside of the gamification system (they are inherent to work duties), the role of gamification designer is merely to verbalize and quantify them, define the state of their completion and the associated rewards. While the creativity of game designers is constrained only by the game medium, gamification designers have only a small degree of freedom; and while the former are often considered artists (see e.g. [20]), the latter can only be considered artisans. We therefore argue that the game design patterns are not equivalent to gamification design patterns, as they provide solutions for a different class of problems (even though the form of the solutions may be similar or even same). For this reason, we abstain from discussing the game design patterns, as defined e.g. in [3], and focus only on patterns provided in gamification literature.

2.2 Gamification Design Patterns vs. Gamification Design Elements The problem, mentioned in the Introduction, is that what the gamification literature mostly describes are basic building blocks of gamification. Unlike design patterns, which provide reusable solution for a specific problem occurring in a given context, these building blocks usually form a portion of solution for multiple problems occurring in various contexts. For instance, “badge” is as much a design pattern for gamification as “file” is for software engineering. As an example, Table 1 presents the list of gamification elements according to Werbach and Hunter [21]. Table 1. Gamification elements according to Werbach and Hunter [21] Category Dynamics Mechanics

Components

Elements Constraints, Emotions, Narrative, Progression, Relationships Challenges, Chance, Competition, Cooperation, Feedback, Resource Acquisition, Rewards, Transactions, Turns, Win/Loss/Draw States Achievements, Avatars, Badges, Boss Fights, Collections, Combat, Content Unlocking, Gifting, Leaderboards, Levels, Points, Quests, Social Graphs, Teams, Virtual Goods

To the best of our knowledge, the most elaborate list of this kind is provided by Chou who identified 78 gamification techniques (see Table 2) [4]. Like many others (see the works mentioned in [6]), he classifies them depending on the type of motivation. While such classification is methodologically flawed, due to the false assumption of a deterministic one-to-one pattern-effect relation [6, p. 309], we find its fault also in the practical aspect: a catalogue of techniques ordered by psychological concepts is difficult to use by a gamification designer looking for solutions of real-world problems. We see the work gamification designer’s exemplary problem not as “how to instil epic meaning to the workers” but as “how to get the workers motivated to complete their tasks on time”.

Table 2. Gamification techniques according to Chou [4] Category Epic Meaning & Calling Development & Accomplishment

Empowerment of Creativity & Feedback Ownership & Possession Social Influence & Relatedness Scarcity & Impatience

Unpredictability & Curiosity

Loss & Avoidance

Techniques Narrative, Higher Meaning, Elitism, Humanity Hero, Destiny Child, Beginners Luck, Free Lunch, Co-Creator Points, Progress Bar, Step-By-Step Tutorial, Leaderboards, Badges, Quest Lists, Boss Fights, Fixed Action Rewards, Win Prize, High-Five, Crowning, Level-Up Symphony, Aura Effect General's Carrot, Evergreen Mechanics, Blank Fills, Real-Time Control, Chain Combos, Milestone Unlock, Boosters, Choice Perception, Voluntary Autonomy, Instant Feedback Virtual Goods, Avatar, Build From Scratch, Learning Curve, Earned Lunch, Collection Set, Monitoring, Protection, Recruitment Friending, Mentorship, Group Quest, Bragging, Touting, Water Cooler, Social Treasure/Gifting, Thank-You Economy, Social Prod, See-Saw Bump Dangling, Appointment Dynamics, Fixed Intervals, Moats, Throttles, Countdown, Prize Pacing, Options Pacing, Patient Feedback Easter Eggs, Sudden Rewards, Oracle Effect, Mini Quests, Glowing Choice, Rolling Rewards, Random Rewards, Mischief, Visual Storytelling, Obvious Wonder Sunk-Cost Tragedy, Progress Loss, Fear Of Missing Out, Evanescence Opportunity, Scarlet Letter, Status Quo Sloth, Weep Tune, Visual Grave

2.3 Existing Gamification Design Patterns We were able to find only two works ([13],[2]) that explicitly deal with design patterns for gamification and provide a list of them. Herger introduces the term of gamification design patterns that “are composed of multiple gamification design elements and appeal to certain core drives, and are proven for a number of use cases”, that “can be used as templates for further customization” [14], and that “can be combined into larger designs” [13]. Ten such patterns are listed at the moment of writing these words [13]. The information provided for each pattern is standardized, and includes: pattern name, purpose (which describes the area of application rather than its purpose), type, duration (finite or infinite), frequency of use, exemplary elements, type (which actually denotes the type of the system that could be gamified using the pattern), and implementation examples (presenting systems having implemented the pattern, not explaining how it was or could be implemented) [13]. The Herger’s patterns are presented in Table 3. We find these patterns very general (matching problem areas rather than classes) and their description very superficial.

Table 3. Gamification design patterns according to Herger [13] Pattern Progress Quiz Quest

Areas to apply Engaging, teaching and measuring for infinite period Teaching, entertaining and measuring for a finite period, engaging for an (in)finite period Teaching for a finite period, engaging for an (in)finite period

Race

Engaging and entertaining for a finite period

Social

Engaging for an (in)finite period

Assessment

Measuring for a finite period

Simulation

Teaching for a finite period

Entertainment

Entertaining for a finite period

Role play

Teaching and entertaining for a finite period

Puzzle

Teaching and entertaining for a finite period

Ašeriškis and Damaševičius define ten gamification patterns obtained by analysis of seven gamified applications [2], and describe them using categories borrowed from the classic software design pattern description format [9]: pattern name, intent (what the pattern does, what problem it solves), motivation (a more detailed pattern description), applicability (when the pattern is usable), structure (a graphical representation of the pattern using the Machinations modelling language [7]), participants (the “elements, compounds and compound structures” used in the pattern), collaboration (how the participants used in the pattern interact with each other), consequences (description of the results of using the pattern, including side effects and trade-offs), implementation (“discussion of different techniques to implement the pattern”), examples (names of at least two games using the pattern), related patterns (other patterns that have some relationship with the pattern and the opportunities for combining the patterns), and discussion (related to the pattern). Table 4. Gamification patterns according to Ašeriškis and Damaševičius [2] Pattern Infinite quantity source

Intent Models unlimited resource economy

Limited quantity source

Enforce a limit on a resource

Time limit

Stop the game after some time has passed

Dynamic limit

Control source growth

Random result

Aggregate logic

Drain pattern

Invert logic

Constraint pattern

Control flow on certain conditions

Extension pattern

Introduce concurrent paths

Property and chance pattern

Model a property or a random chance

Solver pattern

Models problem solving

Unfortunately, as can be seen in Table 4, the patterns presented by Ašeriškis and Damaševičius are few, and mostly of a highly abstract nature, yet pertaining to a very low level of gamification design (as much as Herger’s patterns are composed of multiple gamification design elements, these patterns seem to address the problems of implementing subcomponents of gamification design elements). Their descriptions, albeit formalized, are somewhat superficial and repetitive, but most of all, they are detached from practical, real-world problems – and as such seem more appropriate for an in-depth analysis of existing gamification applications rather than providing templates for work gamification designers. The critical discussion of the lists of reusable gamification elements, techniques or even patterns found in the literature presented above confirms that none of them addresses well the needs of work gamification designers. A new attempt at defining gamification design patterns in a way more suitable for this purpose is made in the following section.

3. COMPOSITION AND CLASSIFICATION OF GAMIFICATION DESIGN PATTERNS 3.1 Design Patterns in Gamification Perspective Christopher Alexander who brought forward the idea of design patterns sees pattern as “a three-part rule, which expresses a relation between a certain context, a problem, and a solution” [1]. Thinking of gamification of work, the context describes a situation in which certain pattern is applicable, precisely an existing or expected issue with the way the work is performed or how it is experienced by employees, or an emerging opportunity to improve the work performance or employees’ experience, that can be addressed by the pattern. The problem describes the actual goal that is to be achieved by applying the gamification pattern. The apparent shift of terms is intentional, as what is a solution to a work-related issue (forming the context) becomes itself a problem for the gamification designer. The problem description has to include explanation how solving it can affect the context if the connection between the former and the latter is not obvious. The solution describes how the problem can be solved using one or more of game-inspired constructs, such as challenges that a player has to meet to progress, constraints that impede his/her progress, rewards he/she gets when making progress, and conditions that affect the value of rewards. Note the solution is generic, and is expected to be adapted to suit particular situation. Any gamification design pattern can thus be effectively described in the three aspects mentioned above and defined by pairing this description with a unique name provided for the purposes of identifying and referring to that pattern.

3.2 Practical Classification of Gamification Design Patterns The primary benefit of a design pattern is that it provides the designer, experienced or inexperienced, with a reliable solution. As Hallstrom et al. describe it, “when a designer is faced with a design difficulty, the relevant catalogs [containing sets of patterns relevant to a particular problem domain or application area] provide guidance on how to address the difficulty” [11]. This accentuates the role of proper classification of patterns.

A gamification designer looks for a gamification design pattern to solve an existing or expected issue with the way the work is performed or how it is experienced by employees, or to exploit an emerging opportunity to improve the work performance or employees’ experience. Therefore, the most practical classification of gamification design patterns should be one depending on their aim, i.e. what is to be mainly affected by their implementation. Consequently, the most obvious categories of patterns would be those that address: • what an employee does, • when or where an employee does what he/she does, • how an employee does what he/she does, • why an employee does what he/she does. The above-mentioned categories will be referred to as, respectively, what-, when-where-, how-, and why-patterns.

4. PATTERNS FOR GAMIFICATION OF WORK The 21 patterns presented further on were formed by aggregating observations from various gamification systems known to the authors. Due to constraints of this publication, we decided to present the patterns in the most concise way allowing the reader to understand them. For this reason, each pattern is described in only the three necessary aspects: the context for its usage, the problem it aims to solve, and the solution it suggests. We, however, envisage a future publication of larger volume that would include an in-depth discussion of advantages, disadvantages, synergies and examples of use for each pattern, but only after we receive

feedback on the patterns presented here and both the selection and specification of the patterns could be updated accordingly. The names were assigned to patterns with care to make them descriptive. There was no effort in either reusing names already existing in the literature or avoiding them.

4.1 What-Patterns In a game world, all actions are allowed as long as they stay within the rules of the game. A player may be directed to certain activities to enrich his/her game experience, deepen his/her immersion and let the narrative progress. In a work environment, the freedom of action is greatly limited as most employees have strictly defined duties to which most of their activity is closely related. Gamification can be used to augment the sense of autonomy, even if an employee has little choice in reality (Autonomy). If he/she actually has a choice of what to do (or, at least, what to do first), gamification can influence him/her to pick up the tasks that need to be done rather than the ones he/she likes the most (Combo). For multi-staged tasks, gamification can be used to encourage employees to proceed with them until full completion (Prize pacing). For tasks linked to additional work to be done after they are completed, gamification can help employees avoid omitting the final part (Cleaning). It can also help employees respect a schedule of small routine works (Schedule). Finally, gamification can help encourage employees proficient in specific tasks to improve their skills with further practice (Quest). The list of relevant patterns is given in Table 5.

Table 5. What-patterns Name Autonomy

Cleaning

Combo Prize pacing Quest Schedule

Context Employee can do various tasks but is often assigned with the type he/she likes the least Employee proceeds to new tasks without doing supplementary work (e.g. documenting, cleaning) concerning the completed ones Employee’s duties include tasks he/she likes and dislikes, and he/she neglects the latter

Problem

Solution

Provide some freedom of choice for employee

Provide sets of tasks from which only one is to be chosen for realization at once

Ensure supplementary work is also done

Do not give rewards for completed tasks before supplementary work concerning them is finished

Link the tasks employee likes with those he/she dislikes

Define a reward for completing a specific mix of tasks of various types

Employee starts many tasks but completes few

Link the value of reward with completion stage of a task

Employee performs especially good at a specific type of task Employee neglects small routine works that should be done regularly

Let employee specialize further in handling such tasks

Define an increasing reward for completing subsequent task stages and an additional bonus for finishing a task Define a reward for completing a large number of tasks of one type

Ensure small routine works are done on schedule

Define a reward for completing a full schedule of small routine works

4.2 When-Where-Patterns The game rules that apply only at certain time or at certain location can be found in many games. The ‘when’ relates usually to the internal game time, and the ‘where’ – to the game world, yet they are games (e.g., many of those designed for mobile devices) that extend the ‘when’ to the player’s real time and ‘where’ to his/her location in the real world, as in the case of gamification of work. While in games the goal of ‘when/where’ rules is usually to make the play more diverse and challenging, or to prolong the game experience, in a work environment, they can be used to raise the

awareness that certain tasks should or at least are preferred (from the organization management’s point of view) to be done at specific time or place (Appointment) and motivate employees to do them on time (Countdown). Gamification can also address the issue of diminishing work performance on certain weekdays or time of day (Happy hours) and can help motivate or at least improve the experience of employees having to perform their duties out of their offices, perhaps in places they do not like to go to (Explorer’s treasure). Notice especially the use of random rewards in this case: the perceived value of a fixed reward may be too low compared to the perceived cost of moving to work at

external location, whereas the value of a non-guaranteed but possible random reward may be perceived as satisfactory. Finally, gamification can be used to instill some change into otherwise

stolid and boring work environment (Seasons). The list of relevant patterns is given in Table 6.

Table 6. When-where-patterns Name

Context

Problem

Appointment

Something should be done at specific time and/or place

Provide an incentive for employee to do it on time and/or at the specified place

Countdown

Employee neglects doing something

Provide an incentive for employee to start doing it

Explorer’s treasure

Employee is reluctant to do his/her work outside of the office

Provide an incentive for employee to work at other locations

Happy hours

Employee’s productivity falls on certain weekdays or time of day

Seasons

Employee perceive the work environment as stolid and boring as it never changes

Provide an additional incentive for employee to better focus on work during the ‘low-productivity’ time Instill a constant change in the gamification system, with phases changed with the time of year and/or for few days before holidays

4.3 How-Patterns The way a game is played is directly related to the chance of winning it, and some games (especially arcade) provide additional bonuses for playing them in a specific (usually flawless) style. Similarly, the way an employee performs his/her tasks affects the success of the organization employing him/her, though the connection is not as direct as in the case of a game. Using

Solution Define an extra reward for doing the appointed thing, which will diminish with delay and recurrently remind employee about the time left and/or distance to the specified place Define an extra reward for doing the delayed thing, which will quickly diminish with time and recurrently remind employee about it as the time passes Define a random extra reward for doing work at various locations (with a higher possible reward value for distant or unpopular locations) Define weekdays or time of day during which extra bonus is added to each earned reward If possible, define special tasks that could only be done in the specific time of year. If not, at least provide special bonuses and modify the system’s user interface

gamification, every task can be presented as a challenge (Challenge), and the employees who became disengaged with their work can become engaged again (Record). Gamification can also help shape positive work stances, such as self-reliance (Postage fee), creativity (Choice of path) and collaboration (Group challenge). The relevant patterns are listed in Table 7.

Table 7. How-patterns Name

Context

Problem

Challenge

Employee performs the appointed task with low speed or low success rate

Improve employee’s engagement on the performed task

Choice of path Group challenge

Employee feels the task he/she is assigned to makes little sense, and its goal could be effectively achieved in another way Employee struggles with tasks that could be done fast in collaboration

Let employee find his/her own way of achieving the goal Make employees collaborate with each other

Postage fee

Employee keeps asking others for help even with simple tasks

Make employee do his/her duties without interfering with others’ work

Record

Employee’s performance dropped significantly

Let employee remember he/she can do the given task much better or faster

Solution Define a desired level of productivity and/or quality and provide a point reward for meeting it and a bonus for surpassing it on daily/weekly/monthly basis Define a reward for attaining desired outcome instead of completing specific task Define tasks that can only be assigned to teams, not individual persons, with reward equally shared among team members Issue a virtual currency that has to be spent to ask a question on a forum or via an instant messenger, and limit the quota by which every employee’s stock is replenished every day Register various type of personal records (e.g. the fastest execution of specific type of task, number of tasks completed in a week) and remind employee about those relevant to the current tasks. Define a reward for setting a new personal record

them may feel alienated to the corporate culture (Higher 4.4 Why-Patterns meaning). Gamification may be helpful in improving work Games are played mostly for joy. Employees can also find joy in experience in all such situations, as well as provide means for their job, though often they do not. They may be disconnected employees to reward each other with virtual goods (Social from the results of their work (Sense of progress), they may feel currency). The relevant patterns are listed in Table 8. their effort is not recognized (Badges on display), they may feel the best but unable to prove so (Contest), and the idealists among Table 8. Why-patterns Name Badges on display

Context Employee considers he/she achieved something important but nobody cares about it

Problem Let employee boast about his/her achievements

Contest

Employee considers his/her own effort to be larger than that of other employees and that it is not recognized adequately

Make employees able to compare their respective effort among themselves

Higher meaning

Employee does not see the place of his/her work in the grand scheme of things and questions its moral value

Make employee aware of the importance and positive role of his/her work

Sense of progress

Employee sees no direct result of his/her actions, considers them futile and fruitless

Make employee aware that every action he/she performs is a step in progress

Social currency

Employee generously helps other employees but does not receive due gratitude

Make the recipients able to reward those who helped them

5. CONCLUSION Designing gamification of work, as in many other disciplines, means facing commonly occurring problems that may be solved more easily, faster and often in a better way by applying design patterns, which allow to exploit the accumulated experience from previous implementations. The fact that many gamification solutions are reusable is well documented, and the literature provides a number of lists of gamification elements, techniques or patterns, and four such lists were presented in this paper. It has been shown that none of these lists contains design patterns in a scope and form suitable for use by a work gamification designer, i.e. with clear presentation of work-related problems they are addressing, the goal of applying them, and an adequate description of the proposed solution. This work aims to address this gap by providing a concise and effective description format for work gamification patterns, a practical classification of patterns based on the aspect of work they are addressing, and definitions of 21 patterns belonging to each of the four proposed categories, and based on these authors’ observations and experiences. We believe the presented patterns can be useful in practice for work gamification designers, as they

Solution Award badges for record quantity or quality of executed tasks and make the collected badges visible in the employee’s profile Provide a leaderboard showing the top contenders, let every employee see his/her own position in the ranking, define end dates when the contest is finished or restarted, and the top players become winners: real-world rewards can be given to the winners and/or their names can be archived in the hall of fame Provide employee with an introductory background story and multiple short stories which are presented to him/her on completing specific tasks (in a scheduled or random but contextual manner) that inform him how his/her actions contribute to the organization’s mission, society or natural environment Reward employee with points even for simple routine tasks, define point levels marking stages of progress, visualize progress bars showing the distance to the next level Provide virtual rewards (e.g. reputation points) that can be given by one employee to another as an act of gratitude, and limit the number of rewards that every employee can give every day

provide generic solutions to 21 problems that are not uncommon in work environments. We nonetheless consider that the work on this topic has only begun and the proposed list of patterns is open for enriching, filtering and extending in the near future.

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