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During her time working on genre-defining games like The Sims, Rock Band, and Ultima Online, Amy Jo learned that customers stick with products that help them get better at something they care about, like playing an instrument or leading a team. Amy Jo has used her insights from gaming to help hundreds of companies like Netflix, Disney, The New York Times, Ubisoft and Happify innovate faster and smarter, and drive long-term engagement.
This text provides a generalized framework for understanding how knowledge is developed, acquired, tested, and applied to human affairs, enabling the reader to evaluate and criticize the thinking process.
The growth in popularity and complexity of video games has spurred new interest in how games are developed and in the research and technology behind them. David Heineman brings together some of the most iconic, influential, and interesting voices from across the gaming industry and asks them to weigh in on the past, present, and future of video games. Among them are legendary game designers Nolan Bushnell (Pong) and Eugene Jarvis (Defender), who talk about their history of innovations from the earliest days of the video game industry through to the present; contemporary trailblazers Kellee Santiago (Journey) and Casey Hudson (Mass Effect), who discuss contemporary relationships between those who create games and those who play them; and scholars Ian Bogost (How to Do Things With Videogames) and Edward Castronova (Exodus to the Virtual World), who discuss how to research and write about games in ways that engage a range of audiences. These experts and others offer fascinating perspectives on video games, game studies, gaming culture, and the game industry more broadly.
L&D professionals may think of games and gamification as silver bullets for engagement and motivation issues that add fun to workplace learning. But they need to use those tools to show value, rather than showcase fun. This requires a mindset shift and a move from content to actions through game thinking. In this issue of TD at Work, Zsolt Olah delves into the definition of games and gamification. He also: · details considerations for building a game-based learning strategy that is engaging and effective · presents case studies of when to use game-based learning or gamification and when not to. · offers tips on how to keep learners—that is, players—in mind while building learning games.
How uncertainty in games -- from Super Mario Bros. to Rock/Paper/Scissors -- engages players and shapes play experiences.
Do games hold the secret to better productivity? If you’ve ever found yourself engrossed in Angry Birds, Call of Duty, or a plain old crossword puzzle when you should have been doing something more productive, you know how easily games hold our attention. Hardcore gamers have spent the equivalent of 5.93 million years playing World of Warcraft while the world collectively devotes about 5 million hours per day to Angry Birds. A colossal waste of time? Perhaps. But what if we could tap into all the energy, engagement, and brainpower that people are already expending and use it for more creative and valuable pursuits? Harnessing the power of games sounds like a New-Age fantasy, or at least a fad that’s only for hip start-ups run by millennials in Silicon Valley. But according to Adam L. Penenberg, the use of smart game design in the workplace and beyond is taking hold in every sector of the economy, and the companies that apply it are witnessing unprecedented results. “Gamification” isn’t just for consumers chasing reward points anymore. It’s transforming, well, just about everything. Penenberg explores how, by understanding the way successful games are designed, we can apply them to become more efficient, come up with new ideas, and achieve even the most daunting goals. He shows how game mechanics are being applied to make employees happier and more motivated, improve worker safety, create better products, and improve customer service. For example, Microsoft has transformed an essential but mind-numbing task—debugging software—into a game by having employees compete and collaborate to find more glitches in less time. Meanwhile, Local Motors, an independent automaker based in Arizona, crowdsources designs from car enthusiasts all over the world by having them compete for money and recognition within the community. As a result, the company was able to bring a cutting-edge vehicle to market in less time and at far less cost than the Big Three automakers. These are just two examples of companies that have tapped the characteristics that make games so addictive and satisfying. Penenberg also takes us inside organizations that have introduced play at work to train surgeons, aid in physical therapy, translate the Internet, solve vexing scientific riddles, and digitize books from the nineteenth century. Drawing on the latest brain science as well as his firsthand reporting from these cutting-edge companies, Penenberg offers a powerful solution for businesses and organizations of all stripes and sizes.
How you think determines your success and satisfaction in life. Your thinking affects how you feel, what you say, and what you do. Your thoughts drive your actions, and your actions drive your outcomes. Becoming a more effective thinker will help you make better decisions, solve challenging problems, and achieve your most important goals.One of the biggest obstacles to effective thinking is that most of what drives our thoughts, emotions, and behavior is unconscious and automatic. Our unconscious minds include hidden beliefs, biases, and feelings from the past that continue to influence our thoughts, behavior, and experiences today. Fortunately, you can learn to identify any faulty beliefs and feelings that are holding you back and train your unconscious mind to work for you instead of against you. In the process, you'll gain a better understanding of yourself, other people, and your current situation.Your freedom and power come from your conscious mind, which includes everything you're aware of: your current thoughts, feelings, and perceptions and those you can retrieve from memory. Conscious thinking is intentional and rational. It allows you to choose your own goals rather than letting other people or your past environment choose them for you. Conscious thinking puts you in control of your own life. You can improve your conscious thinking by using the rules, tools, and strategies provided in The Thinking Game. You'll learn to develop a thinking mindset by cultivating the six personality traits of great thinkers. You'll discover how to strengthen four essential thinking skills, allowing you to get more done, in less time, with better results. You'll be provided with twelve effective thinking techniques to prompt better critical and creative thinking. And you'll receive a list of questions to improve your results in every major area of your life.In addition to helping you gain greater control over your thoughts, feelings, and behavior, The Thinking Game will help you achieve your goals by following a simple 4-step process to set the right goal, create the right plan, take the right action, and analyze and improve your results.
Games are a unique art form. They do not just tell stories, nor are they simply conceptual art. They are the art form that works in the medium of agency. Game designers tell us who to be in games and what to care about; they designate the player's in-game abilities and motivations. In other words, designers create alternate agencies, and players submerge themselves in those agencies. Games let us explore alternate forms of agency. The fact that we play games demonstrates something remarkable about the nature of our own agency: we are capable of incredible fluidity with our own motivations and rationality. This volume presents a new theory of games which insists on games' unique value in human life. C. Thi Nguyen argues that games are an integral part of how we become mature, free people. Bridging aesthetics and practical reasoning, he gives an account of the special motivational structure involved in playing games. We can pursue goals, not for their own value, but for the sake of the struggle. Playing games involves a motivational inversion from normal life, and the fact that we can engage in this motivational inversion lets us use games to experience forms of agency we might never have developed on our own. Games, then, are a special medium for communication. They are the technology that allows us to write down and transmit forms of agency. Thus, the body of games forms a "library of agency" which we can use to help develop our freedom and autonomy. Nguyen also presents a new theory of the aesthetics of games. Games sculpt our practical activities, allowing us to experience the beauty of our own actions and reasoning. They are unlike traditional artworks in that they are designed to sculpt activities - and to promote their players' aesthetic appreciation of their own activity.
From the New York Times bestselling author of Start With Why and Leaders Eat Last, a bold framework for leadership in today’s ever-changing world. How do we win a game that has no end? Finite games, like football or chess, have known players, fixed rules and a clear endpoint. The winners and losers are easily identified. Infinite games, games with no finish line, like business or politics, or life itself, have players who come and go. The rules of an infinite game are changeable while infinite games have no defined endpoint. There are no winners or losers—only ahead and behind. The question is, how do we play to succeed in the game we’re in? In this revelatory new book, Simon Sinek offers a framework for leading with an infinite mindset. On one hand, none of us can resist the fleeting thrills of a promotion earned or a tournament won, yet these rewards fade quickly. In pursuit of a Just Cause, we will commit to a vision of a future world so appealing that we will build it week after week, month after month, year after year. Although we do not know the exact form this world will take, working toward it gives our work and our life meaning. Leaders who embrace an infinite mindset build stronger, more innovative, more inspiring organizations. Ultimately, they are the ones who lead us into the future.
An engaging examination of how video game design can create strong, positive emotional experiences for players—with examples from popular, indie, and art games. This is a renaissance moment for video games—in the variety of genres they represent, and the range of emotional territory they cover. But how do games create emotion? In How Games Move Us, Katherine Isbister takes the reader on a timely and novel exploration of the design techniques that evoke strong emotions for players. She counters arguments that games are creating a generation of isolated, emotionally numb, antisocial loners. Games, Isbister shows us, can actually play a powerful role in creating empathy and other strong, positive emotional experiences; they reveal these qualities over time, through the act of playing. She offers a nuanced, systematic examination of exactly how games can influence emotion and social connection, with examples—drawn from popular, indie, and art games—that unpack the gamer’s experience. Isbister describes choice and flow, two qualities that distinguish games from other media, and explains how game developers build upon these qualities using avatars, non-player characters, and character customization, in both solo and social play. She shows how designers use physical movement to enhance players’ emotional experience, and examines long-distance networked play. She illustrates the use of these design methods with examples that range from Sony’s Little Big Planet to the much-praised indie game Journey to art games like Brenda Romero’s Train. Isbister’s analysis shows us a new way to think about games, helping us appreciate them as an innovative and powerful medium for doing what film, literature, and other creative media do: helping us to understand ourselves and what it means to be human.