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	<title>Gamifeye</title>
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	<link>http://www.gamifeye.com</link>
	<description>Gamification news, insight and events in the UK and Europe</description>
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		<title>Are Gamification-Focused Developers Playing Videogames?</title>
		<link>http://www.gamifeye.com/2013/03/12/are-gamification-focused-developers-playing-videogames/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=are-gamification-focused-developers-playing-videogames</link>
		<comments>http://www.gamifeye.com/2013/03/12/are-gamification-focused-developers-playing-videogames/#comments</comments>
		<pubDate>Tue, 12 Mar 2013 09:32:04 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification]]></category>
		<category><![CDATA[Gamification UK]]></category>
		<category><![CDATA[gamification]]></category>
		<category><![CDATA[gamification uk]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1563</guid>
		<description><![CDATA[There are two different approaches to gamification when it comes to developing something new. The first is to accept that videogames are where this idea was formed, and they are therefore the best possible source of examples when it comes to choosing the mechanics that will hook people into the app you&#8217;re developing. The second is to simply get the gist of gamification, and opt for mechanics and ideas that either only appeal to a hardcore gamer audience, or are so antiquated that they sour a user&#8217;s experience. Avoiding falling into the latter category is not as difficult as it sounds. Studying game mechanics in popular modern videogames is not a door locked to anyone but those with a degree in game design &#8211; it&#8217;s open to anyone willing to actually sit down and play games with a pen and paper for taking notes. Let&#8217;s take a look at a few examples of recent games that have a lot to offer players in terms of ongoing incentives. The best example, bar none, is World of Warcraft, because it&#8217;s been doing one thing to please millions of players for almost a decade rewarding every single action you take, as a user. Visit a new area? Learn a new profession? All of these actions result in positive numbers being applied to your current totals. The clear lesson from this is that every action should be rewarded, but many app developers who don&#8217;t peer far enough into videogames will miss this, and will only reward you for, say, updating your profile. Few will reward you simply for starting up the app, browsing through it, and exploring and becoming a regular user. Taking a leaf out of World of Warcraft&#8217;s book requires paying close attention by playing the game itself and taking note. If you take a look at the approach being used here on Gamifeye, you&#8217;ll note that the plugin we&#8217;re using for the site&#8217;s gamification instantly awards you points the first time you visit. This isn&#8217;t something many sites do &#8211; a shame, because what it communicates is that the user is the hero from the start, because they&#8217;ve taken the time to approach your product or service and donate their time and effort to it. Here, of course, we offer advice and opinions on gamification, but our visitors are rewarded regardless of their familiarity with the concept &#8211; it still works regardless of your level of awareness. The trick to giving people points, however, is to give them something tangible to spend them on. If someone was to be spurred to not only use a site when they&#8217;re comfortably sat at home with a laptop, but also when they&#8217;re commuting and only have their iPhone to hand, giving them no real rewards to put their points/experience towards can feel hollow and manipulative. Tangible rewards work best &#8211; analysing the Nintendo Club is one way to learn how to better reward users. By buying brand new games, users get a points card to redeem &#8211; points which can then be spent on actual physical items of merchandise. Even if you don&#8217;t offer merchandise, an app developer can offer free copies of their other apps, paid features for free, and generally make the most from a user&#8217;s desire to get something out of the time they&#8217;re putting in. Nintendo has done this for years, and it&#8217;s always paid off. An additional issue with gamification is that many designers appear to be playing a lot of games as designers, and not as gamers. The average person who delves into a little Plague, Inc on an iPad is not going to see the mechanics within the game as straightforward and self-explanatory. By enjoying games that utilise incentives as well as analysing them, you stand a better change of then being able to apply what you&#8217;ve enjoyed, rather than what you think would work best for you and your business in the long-term. Gamification has been boiled down, many times, to &#8220;award experience points and badges.&#8221; This isn&#8217;t the case, and by exploring the games on offer in 2013 you&#8217;ll swiftly discover many addititional mechanics. Teaching the use of software through exploration and not tutorials (Super Meat Boy) or encouraging exploration by providing a no-risk environment and interesting tools (Fez). But it requires the legwork of playing good, popular, addictive games &#8211; and that&#8217;s not a bad way to spend your research time. About the Author Jimmy Wentz a self-confessed geek and lover of development, latest trends, the latest gadgets and companies like O2 and Microsoft. His free time is taken up exploring his passion for playing video games and he also maintains a passion for cookery. Image courtesy of dgoomany (via Flickr) Leaderboarded announces new integration with PeerIndex Gamify Your Team &#8211; 10 Essential tips for Gamification in HR Media Agency PHD Gamifies its Workforce to Promote Global Collaboration How Gamification Can Drive Behavioural Change Big Data: Gamification’s Bigger Brother]]></description>
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		<title>Gamification Theory: Are you Present?</title>
		<link>http://www.gamifeye.com/2013/03/11/gamification-theory-are-you-present/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=gamification-theory-are-you-present</link>
		<comments>http://www.gamifeye.com/2013/03/11/gamification-theory-are-you-present/#comments</comments>
		<pubDate>Mon, 11 Mar 2013 09:00:18 +0000</pubDate>
		<dc:creator>priscillaharing</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Insight]]></category>
		<category><![CDATA[gamification psychology]]></category>
		<category><![CDATA[Gamification theory]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1547</guid>
		<description><![CDATA[Ideally speaking, you should be able to experience entertainment and education within a game-frame, or ‘fun’ and any ‘intentional content’ at the same time, instead of switching between blocks of one or the other. This takes a creative approach of the intended content combined with a deep understanding of numerous game mechanics. On a more abstract level we (media psychologists) can predict that to facilitate blending, presence is a very important concept. Through a feeling of presence experienced during gameplay, we process the things going on in the game environment, i.e. your intended content (Biocca &#38; Harms, 2002). Presence can be divided into a self- , spatial-, social dimension. First I will discuss them as a psychological concept and then apply them to the often used gamification example: Foursquare. Presence as a whole “can be understood as a psychological state in which the person&#8217;s subjective experience is created by some form of media technology with little awareness of the manner in which technology shapes this perception&#8221; (Tamborini, 2006, p. 226). Self presence &#8211; the idea of &#8220;being&#8221;- is the presentation of oneself in the virtual world. Spatial presence – the idea of &#8220;being in&#8221;- is mainly determined by two qualities: involvement and immersion. Involvement relies on mental vigilance and depends on the meaningfulness of an environment, while immersion depends on the environment’s ability to isolate people from other surrounding stimuli such as temperature or audio (Tamborini, 2006). Social presence – the idea of &#8220;being with&#8221; &#8211; is the sense of being in a social environment. It involves recognising other actors in the game environment as social entities. Of course, the likelihood of inducing a strong sense of social presence is greatest when the other actors are (controlled by) actual humans. In Foursquare the presence of self is facilitated by you logging in as yourself (possibly through one of your networking sites) and giving yourself a name or face in this shared online environment. Spatial presence is a very important marker in Foursquare as it is the basic game mechanic; the digital translation of where you physically are. This takes the involvement, meaning and attention you experience in the environment you are physically in and piggybacks that into the Foursquare environment. Social presence is high because all the other actors in the environment are representations of actual humans. Humans like yourself. Biocca, F., &#38; Harms, C. (2002) Networked minds social presence inventory; measures of co-presence, social presence, subjective symmetry, and intersubjective symmetry. Tamborini, R., &#38; Skalski, P. (2006). The role of presence in the experience of electronic games. In P. Vorderer &#38; J. Bryant (Eds.), Playing Video Games; motives, responses and consequences (pp. 225-240). Mahwah, NJ: Lawrence Erlbaum Associates, Inc.  About the author: Priscilla Haring is a media psychologist specialised in gaming research. She is a former academic researcher and currently working as an independent consultant. Her background is in the social sciences, the applied psychology of communication science, marketing, journalism as well as some didactic methodology. Her work is driven by the application of psychological knowledge combined with technical innovation to benefit individuals and/or society as a whole.   In the past few years she has researched Alternate Reality Gaming and other (serious) gaming forms. She has given several lectures on the psychology behind serious gaming and had a book chapter published on this subject. Recently, she started giving workshops and presentations on the psychology behind gamification.  Through earlier research and on-going interest Priscilla is currently connected to several online gaming communities, the Dutch game developer community, the interest group Woman In Games and the innovation platform Ideas Waiting To Happen. More publications, blogs and information on www.priscillaharing.info  Gamification, Psychology, and Suitcases on Wheels Why gamification is king for measuring engagement BBVA Game: A more Engaging way to do Online Banking Gamification: Putting the Context back into Learning Are Gamification-Focused Developers Playing Videogames?]]></description>
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		<title>Leaderboarded announces new integration with PeerIndex</title>
		<link>http://www.gamifeye.com/2013/03/07/leaderboarded-announces-new-integration-with-peerindex/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=leaderboarded-announces-new-integration-with-peerindex</link>
		<comments>http://www.gamifeye.com/2013/03/07/leaderboarded-announces-new-integration-with-peerindex/#comments</comments>
		<pubDate>Thu, 07 Mar 2013 10:00:46 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification UK]]></category>
		<category><![CDATA[News]]></category>
		<category><![CDATA[gamification europe]]></category>
		<category><![CDATA[Gamification News]]></category>
		<category><![CDATA[gamification uk]]></category>
		<category><![CDATA[Leaderboarded]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1550</guid>
		<description><![CDATA[Leaderboarded, the gamification app to ‘turn people into players’ using a multi-variable leaderboard, today announces a new integration with PeerIndex, the social influence score provider, to provide a more accurate social influence leaderboard for microcommunities of 10 to 100 people. Leaderboarded’s new integration leverages PeerIndex’s new API which calculates “who influences who” across the social graph and allows leaderboard managers to allocate points to each player based on the number of people they influence who are also on the leaderboard. This approach gives a much more accurate measure of social influence within a small community. The person who everyone within the group is following, is also likely to be the most influential. Leaderboarded founder, Toby Beresford, explains the integration: “Social influence leaderboards help social media managers who need to allocate their time with the most influential people in their target community. A PeerIndex social influence score is one way to do this. However, social influence can be more accurate by taking into account influence within the target community itself. For example, a leaderboard showing people with high general PeerIndex scores might not show that someone who uses social media less, and has a low PeerIndex score, is in fact the most influential within a group. By seeing who influences who, and combining this with a PeerIndex score, we can create a more accurate social influence leaderboard. For time-strapped social media managers, that means prioritising engagement with the real influencers.” PeerIndex CEO Azeem Azhar said “The latest version of the PeerIndex API goes way further than ever before by providing partner companies with detailed influence graph data. We’re delighted to be partnering with Leaderboarded to deliver our rich social influence data to both our customers across the world. Using Leaderboarded customers can take advantage of the latest PeerIndex graph data and output this on a customisable leaderboard”. Anyone wanting to try out the PeerIndex tool can do so at: http://www.leaderboarded.com/home/partners/peerindex About Leaderboarded Leaderboarded Ltd is a gamification tool provider based in London’s Old Street. Leaderboarded was founded by Toby Beresford in March 2012 and has recently been picked by Ovum as an “On the Radar” startup tagged for greater success. Leaderboarded customers save time managing a regular leaderboard by using Leaderboarded to collect scores, work out the results and display the leaderboard to players. About PeerIndex PeerIndex is a social media analytics company that is using scientific methodology to build the Influence Graph &#8211; a unique dataset that allows us to identify who’s really influential, on which topics and why. By making this social capital visible, PeerIndex revolutionises how brands can engage with consumers, and what consumers can expect from brands. PeerIndex is free for consumers to join and benefit from, and offers a range of options for commercial partners and agencies. They also provide a powerful API for developers and data directors seeking to integrate the Influence Graph into their applications and data systems. Gamification of HR: Capgemini Gamifies 120,000 employees with Leaderboarded Are Gamification-Focused Developers Playing Videogames? How a box of cookies and Gamification helped with Project Management Gamification + Performance Analysis = Loyalty 2.0 WPP edges into Gamification and Big Data: Acquires stake in Globant]]></description>
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		<item>
		<title>Four Approaches to Collecting Data in Gamified Systems</title>
		<link>http://www.gamifeye.com/2013/02/18/four-approaches-to-collecting-data-in-gamified-systems/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=four-approaches-to-collecting-data-in-gamified-systems</link>
		<comments>http://www.gamifeye.com/2013/02/18/four-approaches-to-collecting-data-in-gamified-systems/#comments</comments>
		<pubDate>Mon, 18 Feb 2013 10:00:02 +0000</pubDate>
		<dc:creator>jorgesimoes</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification Big Data]]></category>
		<category><![CDATA[Insight]]></category>
		<category><![CDATA[Gamification Analytics]]></category>
		<category><![CDATA[gamification big data]]></category>
		<category><![CDATA[gamification portugal]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1535</guid>
		<description><![CDATA[Big data analytics can play an important part in gamified systems, which is why  some kind of analytics engine is an essential part of these systems. A gamified system can be seen as any software system using game design elements to engage users and influence their behaviours in order to reach the system’s objectives more efficiently (see my other post on behavioural change). The way users get feedback for their actions is crucial. By tracking certain variables related to users’ actions, a gamified system can find patterns, trends and correlations and be able to provide the appropriate feedback. The gamified system can be a simple website or a web application. It can run on a server and be accessed by a computer with a web browser or it could be an app running on a smartphone storing data in the cloud. It could also be a mix of both or even rely on specific devices or gadgets. Users of gamified systems – let’s call them players – might have an active or a passive role in their relation to the game elements of the system. To feed the analytics engine, the system must also include some kind of an activity manager, a component able to monitor and read the data generated by users’ activities. A gamified system, depending on its type, objectives and architecture, can use one or more of the following four approaches to monitor and collect the data for the activity manager: I. Automatically, by the system itself: This is probably the most common use of gamification. The actions of the players on a website or web application are monitored and rewarded with points and badges. Players can share their achievements on social networks and compare their performance with others by looking at leaderboards. The goal is to increase traffic, page views, duration of visits and increase players’ loyalty. It is a marketing approach where metrics are taken from social games – such as Monthly Active Users (MAU) and Daily Active Users (DAU) and the level of virality (friend referrals) – are used to measure performance.  The biggest players in the gamification market, like Badgeville, Bigdoor, Bunchball or Gigya and other smaller ones like TierX, PunchTab or Uplaude provide the tools to power websites, blogs and web applications. These tools can be simple add-ons and plug-ins to monitor and reward the players’ activities.  Players take a passive role in these systems since they cannot control what is monitored and just let the system watch their actions. Game elements are made up of PBL (Points, Badges &#38; Leaderboards), a term coined by Kevin Werbach in his book, For the Win: How Game Thinking Can Revolutionize Your Business. The players’ activities take place in a virtual environment and the non-gaming context where gamification is applied is the website/web application itself. II. Using some external device: In this kind of gamified system, a smartphone or another specific device or gadget is used to keep track of what the player is doing in any given context. The device synchronizes with a website to upload the collected data and the players are rewarded with the usual points and badges, can compare themselves with other players and share their achievements with friends. The best example of this kind of system is Nike+. By using a smartphone, a specific watch, an iPod or other Nike devices, players can track sports activities like running. Similar examples, using their own devices, are Fitbit and Zamzee, the latter one targeting a younger audience. Another interesting and funny example is HAPPIfork, an electronic fork that monitors eating habits. The players take an active part in the process since they can control whether to use the system or not, what to track, what to share or what to achieve. By doing so, they get a sense of autonomy. The non-gaming context is in the real world. Feedback and fun are some of the key features in these systems, along with the sense of relatedness and healthy competition with other players. Most of these systems aim at influencing behaviours and promoting a healthy lifestyle. III. Relying on the players: In these systems, the players have full control over the collected data. Data is collected only by the initiative of the players using an app in a smartphone or logging into a website. The players are active players. The most well-known example in this area is Foursquare. The players are responsible for checking in at a place and sharing it with others. The players are motivated by boosting their social status and competing with others. Other systems of this kind aim at the players’ self-improvement like the iPhone app Lift, which tracks personal objectives, and Epic Win, which monitors chores and reminders with a RPG setting. To increase the sense of purpose among the players and make them feel that they are contributing to a cause (also as a way to keep players on board), there are systems like Recycle Bank, which aim to improve behaviours such as recycling or using energy more efficiently. Other examples are Pratically Green and Opower, which has its own big data analytics engine. For these systems to work, players must have a high level of motivation at the start. The system won’t work if the player is not an active player. They are very similar to the previous type of systems where the device to monitor activities is replaced by the player. The players do more than simply switching the monitoring device on and off since they have the power to choose what and when to register. Also the non-gaming context belongs to the real world. IV. Relying on users that are not necessarily players: In this fourth approach, the players’ activities are monitored by a human user responsible for inserting the collected data. This user can also be a player with special privileges.  Some examples of this kind of system can be found in the education sector where these ‘special users’ are teachers or students’ [...]]]></description>
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		<title>Gamification: Putting the Context back into Learning</title>
		<link>http://www.gamifeye.com/2013/02/05/gamification-putting-the-context-back-into-learning/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=gamification-putting-the-context-back-into-learning</link>
		<comments>http://www.gamifeye.com/2013/02/05/gamification-putting-the-context-back-into-learning/#comments</comments>
		<pubDate>Tue, 05 Feb 2013 15:45:25 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[gamification education]]></category>
		<category><![CDATA[gamification HR]]></category>
		<category><![CDATA[gamification learning]]></category>
		<category><![CDATA[gamification netherlands]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1521</guid>
		<description><![CDATA[&#160; We all know that moment in school, when we were asking our teacher: &#8216;Why are we learning these equations?&#8217;. You knew you had do to them, but you never knew why. You had to come up with the right solution, but you had no idea what practical use this solution would have. And your teacher would probably respond to your question saying: &#8216;You will need to know how to do these equations once you get older. Once you start working.&#8217; Fun is just another word for learning Not knowing why you are learning is not really motivating. As kids learning math was not fun, because you did not have any context. Once you know why you are learning something, or even better if you can apply what you learn directly, learning is far more motivating. And when the difficulty level is right, learning even becomes fun. Raph Koster states that fun is just another word for learning. And apparently this is true, but only under two conditions. One, that what you are learning feels useful, and two, that what you are learning can be applied within a foreseeable time frame. In the math example, learning did not feel useful in the first place and secondly it could not be applied within a foreseeable time frame. You had to wait for your career. Context and work This lack of motivation is not only present in the classroom, but also on the work floor. According to Robert Kaplan and David Norton, authors of Execution Premium: Linking Strategy to Operationsfor Competitive Advantage, &#8220;&#8230;only 7% of employees fully understand their company&#8217;s mission and what is expected from them in order to help achieve this mission.&#8221; Again here, there is no context and therefore a lack of motivation to work. If you had a far better understanding of the goals of the company you are working for, wouldn&#8217;t it be more challenging? You would know why you are doing things instead of just doing things because you&#8217;ve been told to do those things. We need context So apparently one of the things we need in order to be motivated is context. We need to know why we are doing something. Video games do provide this context and this is therefore one of the reasons why video games are very popular. Games provide a context since there are clear goals you need to fulfill. But the funny thing is, if we look at work and video games, we can somehow see the same ingredients. This is mostly the case within project based organizations. Most companies work in a project organized manner, so these similarities are applicable for most companies. In video games there are scores, in work there is salary. In games there are levels which can be translated into job titles. Or the guild leader in an RPG can be compared with the project manager. But then if the ingredients are roughly the same, why are people willing to pay to play games and why do we need to pay people to work? Well basically, because work is a badly designed game. At work, company and individual goals are often not clear. There is a lack of feedback on the things you do. There is often a mismatch between your capabilities and your work. And in work you do not always have the feeling of being in control. Games do have these features. Guild leader World of Warcraft has been used in many of these blogs as an example of a tremendously successful game. WOW is a game that possesses the features described above. So WOW has roughly the same ingredients as work, but is designed from a game design perspective. WOW has a clear set of overall goals (completing levels) and individual goals (your part in completing a level). There is a lot of feedback on your actions. Feedback from the game in points or reputation items. But also feedback from fellow players. The skills required to conquer challenges is in balance. Skills needed at the beginning of the game are basic, since challenges are easy. But since challenges are getting more difficult, skills need to grow as well. And finally you have the feeling of being in control. Practice could get you further in the game. Then the question is, if the ingredients of a game like World of Warcraft are roughly the same as the ingredients in project based organizations, could the skills learned from playing games be used in a work environment? IBM did a study (Virtual Worlds, Real Leaders) into whether the principles of leadership in a MMORPG could be applied to the current work environment. Their findings were very interesting. In these games leadership plays of course an important role and follows a certain set of rules. Leadership in these games is temporary. Leadership could last for months, but mostly leadership is being held just for days and sometimes even minutes. Leadership is chosen on the basis of experience suited for a task. If the next task requires other qualities of a leader, a new leader is chosen specifically for this new task. The skills and competence of the guild leader and other members is very transparent. Everybody knows what the experience of a member is and can give members certain roles according to these experiences. There is a lot of trust because of an open incentive system. Everybody knows at all times who is getting what out of completing a mission. Imagine knowing the exact salary of all your colleagues. And finally, failure is accepted. Risk taking is part of the job of being a guild leader and the cost of failure is seen as risk management. &#160; Applying these principles in real work situations is a long process. But companies are already looking at resumes and giving guild leaders an advantage when applying for jobs. So this future might actually be closer than we think. Gamification This post is about applying game principles to real life situations, such as schools or the work floor. Applying these principles correctly could increase the context in where people are operating. The [...]]]></description>
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		<title>The Gamification of AutoCAD &amp; New Uses for Game Design Software</title>
		<link>http://www.gamifeye.com/2013/02/04/the-gamification-of-autocad-new-uses-for-game-design-software/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=the-gamification-of-autocad-new-uses-for-game-design-software</link>
		<comments>http://www.gamifeye.com/2013/02/04/the-gamification-of-autocad-new-uses-for-game-design-software/#comments</comments>
		<pubDate>Mon, 04 Feb 2013 10:00:09 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification]]></category>
		<category><![CDATA[Gamification US]]></category>
		<category><![CDATA[gamification learning]]></category>
		<category><![CDATA[gamification software development]]></category>
		<category><![CDATA[gamification US]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1484</guid>
		<description><![CDATA[Can video games teach new tricks to commercial software developers such as Autodesk? Leading commercial software developers have started experimenting with a learning technique used by the video game industry—the smooth integration of the learning curve into complex games.  For example IBM CityOne Learn how real-world business, environmental and logistical problems can be solved with technology. My Mariott Hotel - Manage your own virtual hotel in the game, and see what it’s like to have a career in this industry. Photoshop – Learn Adobe Photoshop with a tutorial game called “LevelUp.” Symantec – Learn security software and give a special “shield” to your friends if you win the game. Microsoft Visual Studio – Use a plugin that awards badges and ranks you on leader boards. Why are they doing this? Even early on, designers of arcade videos discovered that they consistently underestimated the dexterity of players and overestimated the amount of instructions that players were willing to read. Later, vendors that created flight simulators encountered a similar problem. Should they opt to make their controls accurate or should they simplify their products to broaden their appeal? Most software developers responded to a similar challenge by layering the complexity of their applications, exposing only the most common tools and options, standardizing common operations, and attempting to maintain consistent, intuitive paradigms, and organizing features and functions into logical groups. They also delivered simplified, “light” versions of their products. However, the red-hot crucible of competition in video games resulted in a different approach. Video game designers and software developers flattened an otherwise dauntingly steep learning curve with a series of entertaining game scenarios. Each scenario introduced an incremental layer of capability and complexity, but maintained the fun factor that kept players entertained and successful.  Perhaps best of all, game developers get to put their own game design software to the test. But can gamification be applied to a design and drafting program such as AutoCAD? Over the last few releases of AutoCAD, Autodesk, a 3D game development software company, embarked on an initiative to infuse a “fun factor” into the AutoCAD experience. This included increasing the visual appeal in the user interface, introducing access to the dimension of social media, and providing innovative components such as The Hitchhiker’s Guide to AutoCAD.   Recently introduced, this guide promises a pleasant hike through the hills with “your guide to the basic 42 commands you need to create 2D drawings using AutoCAD or AutoCAD LT.” With breezy, informal descriptions integrated with lots of colorful illustrations, it guides learners through the essentials, and encourages them to experiment on their own. Instead of documenting and defining, it shows and points out features to a visually oriented audience. The latest experiment in the gamification of AutoCAD, (http://proc.autodesk.com/apocalypsetrigger/) in which you could download trial software and embark on several tutorials wrapped in a mystery-solving game. Your first “adventure” introduced you to the real-life Mesoamerican ruins of the 8th century Maya “Temple of the Masks” discovered in the jungle in northern Guatemala. In AutoCAD, the temple was represented by a scanned 3D solid model, one of 45 structures included four pyramids at the ruins of Tikal. Each step in the tutorial earned you points as you get closer to locating the “B’Alam Stone” in a chamber within the temple, while maintaining a sense of adventure and discovery. But beyond simply delivering a tutorial in a wrapper, The Apocalypse Trigger addressed another well-known problem with commercial software, namely that novice users learn only the bare minimum to do their jobs. While this behavior is practical, it also severely limits the potential productivity of users, and as a result, the value of the software. Autodesk hopes that through The Hitchhikers Guide to AutoCAD, The Apocalypse Trigger, and other innovative learning tools, that users will benefit from a fun and satisfying learning experience. However, Autodesk will also benefit from these innovations by applying their game design software in new ways and understanding more about how users learn in a changing, and increasingly online and connected video-game generation. About the Author: Dieter Schlaepfer is an employee of Autodesk and has held jobs in marketing, training, and technical writing for the past 32 years in the CAD/CAM/CAE software industry. He&#8217;s also been caught playing video games by his kids. Gamification: Putting the Context back into Learning Octalysis: an Actionable Gamification Framework from an Industry Pioneer Gamification Experience Europe: France&#8217;s number one gamification event “Carefully Align your Goal and Method” &#8211; Gamification at Game in the City 2012 Gamification, Psychology, and Suitcases on Wheels]]></description>
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		<title>How a box of cookies and Gamification helped with Project Management</title>
		<link>http://www.gamifeye.com/2013/01/14/how-a-box-of-cookies-and-gamification-helped-with-project-management/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=how-a-box-of-cookies-and-gamification-helped-with-project-management</link>
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		<pubDate>Mon, 14 Jan 2013 08:35:27 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification Project Management]]></category>
		<category><![CDATA[Gamification Spain]]></category>
		<category><![CDATA[gamification europe]]></category>
		<category><![CDATA[gamification spain]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1470</guid>
		<description><![CDATA[One of the main goals of Gamification is to make daily work more fun and entertaining. And project management is a field greatly involved with these kind of tasks. On many occasions assessments, tracking goal compliance, replanning, task assignment, problem reporting. among other things, are considered a tough job that both Project Managers and team members try to avoid. Here we have Gamification as a solution. Why should I gamify project management? By designing a gamified system to manage projects there are certain benefits to be had: We work towards clear goals. When designing a gamified process we are encouraged to define “win states”, situations in which the user has completed a challenge and we reward him for that. Constant feedback. In project management there are four key variables to monitor: scope, cost, time and quality. Gamification can help us monitor our progress in each of them. Teamwork. Nowadays, more than ever, collaboration is essential within the organization and with external collaborators. This statement is widely accepted in &#8220;theory&#8221; but it is seldom put into practice. Many enterprises have difficulties making their employees actively participate in intranets and management platforms. For this reason it’s important to understand employees’ motivations and reward those positive actions that encourage team collaboration. Paying attention. It’s common to observe some enterprises that end up forcing their employees to do project management tasks like reporting issues and measuring improvements. Management systems like these are doomed to fail if they are not accepted by people. A suitable gamified strategy encourages team members to have initiative to use the management system. Storytelling as a motivating element. The story behind a game reinforces the message and increases user relatedness and engagement. Putting Gamification into practice For a long time now at VEZIKO, the startup I&#8217;m involved in, we have applied Gamification in certain situations. At one point our workload had reached a peak, and I, as the guy responsible for development, had to manage it. We were also interested in having an overall vision of the state of the project and how team members interacted. On previous occasions we tried many different solutions: complex web tools for management, scrum boards, checklists etc, but none of them worked because they forced us to adopt a work methodology that didn’t fit with our needs. So I decided to use Gamification to integrate project management in a more natural way within our work dynamics. Which technology did we use? A mobile app, a new web management platform, AI techniques maybe…? None of those: duct tape, a cardboard box of cookies, post-its and markers. We stuck the tape on the wall building a timeline and at the end of this, a finish line representing the path we had to take. Under that line we added post-its containing the most important tasks and goals to accomplish. On the other hand, we created some cardboard figures representing team members. Each time we completed a goal, we moved our figure forward one step until crossing the finish line. Results? We got a global vision of how the project was evolving and an increase of productivity, and finally achieved our goals before due date. Ultimately, it consisted of an optimized progress bar that measured our progress, provided us constant feedback, benefited teamwork detecting blocking issues, encouraged us to take into account the planning and project management tasks and motivated each of us to be the first one in crossing the finish line (complete the goals). Gamification is not about adopting the latest technologies, but understanding people and their motivations. A box of cookies with an accurate strategy can be enough. This post was written by Carlos Torres Valhondo, Co-Founder and CTO of veziko.com. Connect with him on Twitter @catova04 Leaderboarded announces new integration with PeerIndex Gamification + Performance Analysis = Loyalty 2.0 How to Gamify a Bank &#8211; A Practical Guide Gamification, Psychology, and Suitcases on Wheels The Secret Society of Treasure Hunters: Combining Gamification with Storytelling in HR]]></description>
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		<title>Gamification + Performance Analysis = Loyalty 2.0</title>
		<link>http://www.gamifeye.com/2013/01/07/gamification-performance-analysis-loyalty-2-0/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=gamification-performance-analysis-loyalty-2-0</link>
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		<pubDate>Mon, 07 Jan 2013 10:51:18 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification France]]></category>
		<category><![CDATA[gamification big data]]></category>
		<category><![CDATA[gamification europe]]></category>
		<category><![CDATA[gamification france]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1457</guid>
		<description><![CDATA[Until now France has been relatively quiet on the gamification front. Not anymore. Today we&#8217;ve got Yan Jurado, Co-Founder of RocketFid, a startup based in France that offers an innovative gamification platform back up with solid analytics. The adoption of gamification techniques in today marketing strategies is interesting if it produces quantifiable benefits and is part of a growth perspective. The combination of a successful gaming experience for the user on the one hand and the ability of the gamification solution to provide performance indicators are the keystones of today&#8217;s loyalty and user engagement. The first pitfall to avoid is distributing badges and points without carefully considering the long-term interest to the user and the brand, in other words trivializing gamification solutions with &#8220;pointification&#8221; and &#8220;badgification&#8221;. As Gartner Research announced, &#8220;despite 70% of Global 2000 organizations adding at least one gamified solution by 2015, 80% of gamification projects will fail because of poor design&#8221;. Immersed in the context of game mechanics, the user must first know and follow the rules of the game, know what they can win, be faced with some difficulty in accomplishing the objectives &#8211; the difficulty is a factor inherent in a game, without which there is no satisfaction in completing a successful action, sharing their achievements with the community then created around the brand and boosting self-esteem. Gamification is a powerful behavior driver because it affects the basic needs of the human being. Gamification to accomplish things. Yes of course, but for what purpose? Depending on the application, the marketing finality can vary slightly, but never turns away from the goal of influencing behaviors that will have a monetary value. Whether you&#8217;re a media publisher whose business model depends heavily on your ability to attract visitors because its revenues come from advertising, or a commercial site whose obvious purpose is to sell what is best suited to its customers, all companies need to know their community, to segment their users’ profiles, provide different levels of attention to some users driving the community or advocating the brand, and convert virtual rewards acquired into real prizes. Traditional loyalty programs only recently started to adapt to new patterns of consumption of goods and information today, especially on social networks, but only a few of them have already set foot in the era of gamification. How do you retain users, customers or employees despite their volatility, compounded by the freedom of access to the internet? It is precisely thanks to this fabulous way to access it is possible to know a community, through tracking techniques used in advertising and now accepted, providing &#8220;analytics&#8221; certainly anonymous but nevertheless revealing trends and behaviors. By coupling motivating actions to achieve objectives guided by game mechanics, the brand better knows his community and can better anticipate its desires and can therefore optimize its marketing strategy. As giant Google processes huge amounts of data from users browsing experience, a behavior analysis solution must process data from user actions in real time. It is easy to imagine the extraordinary volume of data, which carries much more value than web site analytics: gamification is then assisted by massive data processing power, also known as Big Data. The key performance indicators of gamification campaigns complement basic business intelligence tools. The concept of loyalty takes on a new dimension as it is increasingly about quantifying the benefits generated by all user actions, of any kind, not just acts of purchase: with gamification and Big Data, marketing strategies fall into the category of Loyalty 2.0. The best example of an eCommerce site entirely basing its marketing strategy on gamification is ShopCade, founded by the former co-founder of Price Minister Nathalie Gaveau, and established in UK. There is every reason to believe that a new surge of highly advanced gamification applications will come from the old continent. Leaderboarded announces new integration with PeerIndex Four Approaches to Collecting Data in Gamified Systems How a box of cookies and Gamification helped with Project Management How to Gamify a Bank &#8211; A Practical Guide Cultural Awareness Rewards Us: The Impact of Cultural Differences on Gamification]]></description>
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		<title>WPP edges into Gamification and Big Data: Acquires stake in Globant</title>
		<link>http://www.gamifeye.com/2013/01/04/wpp-edges-into-gamification-and-big-data-acquires-stake-in-globant/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=wpp-edges-into-gamification-and-big-data-acquires-stake-in-globant</link>
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		<pubDate>Fri, 04 Jan 2013 10:27:30 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification Argentina]]></category>
		<category><![CDATA[Gamification Latin America]]></category>
		<category><![CDATA[News]]></category>
		<category><![CDATA[gamification argentina]]></category>
		<category><![CDATA[Gamification News]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1450</guid>
		<description><![CDATA[On 2 January 2013, world leading communications services group announced a significant new acquisition, a stake in the Argentinian firm Globant. WPP&#8217;s situation at the moment, according to a speech recently given by CEO Sir Martin Sorrell at the Oxford Union, is concerned with securing its next decade as a world leader. In order to do this it must sure up on emerging technologies, among which were mentioned Big Data, mobile and social. Now gamification has been added to the mix. Could this move mark the burst of gamification into the mainstream that everyone&#8217;s been expecting? WPP has agreed to acquire a 20% stake in Globant S.A. Globant is an emerging worldwide leader in providing both technical expertise and design and creative capabilities in the development of software products that can be applied to digital marketing campaigns on a global scale. Headquartered in Buenos Aires, Globant is a rapidly growing business employing 2,700 engineers, marketing specialists and designers in 21 offices across 14 cities in Argentina, Brazil, Uruguay, Colombia, the United States and the United Kingdom. The company’s approach is unique in that it provides clients with both the infrastructure and technical support that drive digital marketing campaigns, combined with the creative and design skills usually found alone in digital agencies. Globant’s net revenues for 2011 were $90 million and net revenues for the six months to 30 June 2012 were $56.9 million with total assets of $69 million as of 30 June 2012. WPP will invest approximately $70 million in acquiring the Globant stake. “Increasingly, clients want better coordination between their IT departments and their marketing departments, between their CIOs and their CMOs,” said WPP CEO Sir Martin Sorrell. “There are many consulting companies or digital agencies that are expert in one function or the other. Few, if any, do both and even fewer can integrate deep technical and creative capabilities on a global scale as Globant does. Partnering with Globant will allow our companies to increasingly provide our clients with insights and skills that will make their digital marketing efforts even more effective and simpler to manage at both the front and back ends.” Globant has deep experience in working in state of the art digital marketing spaces including, but not limited to, mobile, gamification, social networks, cloud computing, big data and e-commerce. Globant’s clients include American Express, JP Morgan Chase &#38; Co., LinkedIn, Electronic Arts, Google, Coca-Cola, National Geographic, Zynga and Sabre Holdings, as well as a number of WPP companies, such as JWT, Young &#38; Rubicam, Grey, GroupM and Kantar. “Our core competencies in gamification, cloud computing, big data, social networks and mobile enable us to deliver innovation to our customers and add value to their efforts to reach end users through software products. We are focused on staying ahead of the technology curve, which makes us the right partner for companies looking to build and engage consumers in a global way,” said Globant´s CEO and co-founder Martin Migoya. “We are extremely proud to welcome WPP into our family; their support will help us to achieve our goal of becoming one of the most innovative software development companies in the world.” This investment continues WPP’s strategy of targeting fast-growing markets and sectors and the application of technology to the communications services industry. In 2012 WPP completed 25 transactions with companies that are in either faster growing markets (eg BRICs, Next 11, CIVETS, MIST) or faster growing sectors such as digital, data or application of technology, or both. WPP’s digital revenues (including associates) are budgeted to total well over US$6 billion in 2013, representing over 33% of the Group’s total revenues, which in 2011 totalled US $16 billion. WPP has set a target of 35%-40% of revenues to be derived from digital over the next five years. In addition, this transaction also continues WPP&#8217;s strategy of investing in fast growing geographic markets, which also currently represent one-third of revenues, with a similar objective to reach 35-40% over the next five years and reflects its commitment to developing its strategic networks throughout Latin America. WPP regards this decade as very much the decade of Latin America, particularly with the FIFA World Cup taking place in Brazil in 2014 and the Olympics in Rio in 2016. The Group collectively, including associates, will have revenues of over US $1.6 billion and will employ over 18,000 people in the LATAM region alone. Press release Leaderboarded announces new integration with PeerIndex Gamifeye teams up with gsummitX Europe 2012: exclusive discount for readers ARE GAMES AND BUSINESS POLES APART? SPANISH GAMIFICATION STARTUP WONNOVA SAYS NO SuperFunner Turns the Classroom into a Video Game Cultural Awareness Rewards Us: The Impact of Cultural Differences on Gamification]]></description>
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		<title>Green Gamification: Using Games to Promote Sustainability</title>
		<link>http://www.gamifeye.com/2013/01/03/green-gamification-using-games-to-promote-sustainability/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=green-gamification-using-games-to-promote-sustainability</link>
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		<pubDate>Thu, 03 Jan 2013 10:57:20 +0000</pubDate>
		<dc:creator>gamifeye</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Gamification US]]></category>
		<category><![CDATA[Green Gamification]]></category>
		<category><![CDATA[Gamification USA]]></category>
		<category><![CDATA[Sustainable Gamification]]></category>

		<guid isPermaLink="false">http://www.gamifeye.com/?p=1393</guid>
		<description><![CDATA[Games are like ketchup: widely loved and diversely applied, with an appeal rooted in childhood. In fact, a new report reveals that over 90% of U.S. kids aged 2- 17 are gaming today. Yet the gaming generation has been on the rise for three decades, leading to not only an army of young gamers, but also an influential adult segment. It is small wonder, then, that “gamification” is the most disruptive force to impact marketing since the arrival of social media.  Typically defined, gamification refers to the use of game mechanics, such as points, badges, leaderboards and challenges in non-game settings. Traditional examples include airline frequent flyer programs and “Buy 10, Get 1 Free” loyalty offers. But the proliferation of social media and smartphones along with the cultural adoption of gaming has increased the scope, sophistication and significance of gamification. At its core, gamification is about one thing: fun. In today’s competitive battle for mindshare, games are the most effective tool for leveraging technology, rising above marketing noise and engaging the socially-networked consumer. Like any marketing strategy, gamification can be applied to encourage frivolous consumption or provide superficial entertainment. But games are also uniquely suited to change the world for the better. As gaming enthusiast and renowned author, Dr. Jane McGonigal, points out, “When we are playing games, we are tapping into our best qualities, our ability to be motivated, to be optimistic, to collaborate with others, to be resilient in the face of failure.” A key finding of gaming studies is that the vast majority of players are driven by cooperative social interaction. Gamification guru, Gabe Zichermann, developed the “SAPS” rewards model to further outline the behavioral drivers “Status,” “Access,” “Power” and “Stuff.” While extrinsic rewards, such as free products (Stuff), can be short-term motivators, Zichermann reveals that intrinsic rewards, such as community recognition (Status), are superior mechanisms for fostering engagement and loyalty. The most compelling rewards fulfill innate human desires for achievement, reciprocity and appreciation. The Gaming Era is upon us. Gartner analysts predict, “By 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay or Amazon, and more than 70% of Global 2000 organizations will have at least one gamified application.” As a result, gamification presents an exciting opportunity to advance sustainability initiatives. Research from Ogilvy Earth suggests that games can be a vehicle to create brand equity while also promoting green behaviors. The synergy between gamification and sustainability is based on the fact that, like gaming, greening is largely a social action that triggers an emotional response. Innovative companies recognize the opportunity to tap into consumer passions and have begun to employ “green gamification” to create shared value for individuals, businesses, communities and the environment. Solar manufacturer, SunPower, recently ran a Facebook contest to teach people about solar energy in exchange for badges and prizes. Startups such as My Energy, Leafully and Practically Green all use the social web to calculate metrics like household energy saving and reward users for their relative performance. Traditional industries are green gaming too. The Nissan Leaf includes CARWINGS, which is a digital tracker that both measures fuel consumption and ranks drivers according to fuel-efficiency. The Ford Fusion Hybrid adds graphical flair by incorporating a Tamogochi-style game, in which a small dashboard plant grows and shrinks based on green driving practices. This past Earth Day, NBC Universal launched the green themed mobile app, One Small Act, with celebrity support from Alec Baldwin and Maria Bartiromo. The app directs users to set personal sustainability goals, while each pledge contributes to the growth of a vibrant digital garden that provides real-time positive feedback. Gamification and game development are still in their formative years, evolving to exhibit more purpose and tangible impact. As the sustainability movement also matures, it behooves the stakeholders to embrace the potential of green gamification. In order to propel green into the mainstream, we need to make it enjoyable, accessible and rewarding – not depressing. Let’s embrace fun and fame, not guilt and shame. Ashok Kamal Bio Ashok Kamal is Co-Founder &#38; CEO of Bennu, which is the leader in green social media marketing. Ashok coined the term “green gamification” and has worked extensively with FORTUNE 500 clients and startups to develop game-based campaigns that promote sustainability while creating enterprise value. Ashok’s career as a social entrepreneur spans the for-profit and nonprofit sectors, including launching a progressive entertainment company, leading a youth development organization, and working on Newsweek magazine’s inaugural Green Rankings while at KLD Research &#38; Analytics, the pioneering sell-side firm for socially responsible investors. Ashok holds a BA in Sociology and Environmental Analysis &#38; Policy from Boston University and a master’s in Nonprofit Management from Milano The New School. He earned his MBA in Entrepreneurship from Baruch College’s Honors program, where he served as President of the Sustainable Business Club, Baruch’s Net Impact chapter. He has also studied abroad at the Indian Institute of Management, India’s premier business school. Ashok has received numerous awards related to social enterprise. His writings on sustainability are regularly featured on leading websites and he is a frequent public speaker at events such as the White House’s GreenGov Symposium, South by Southwest, Gamification Summit and Sustainable Brands. He is also a board member of the Entertainers 4 Education Alliance and volunteers for the Network for Teaching Entrepreneurship (NFTE). In 2011, Ashok joined a distinguished team of eco-advocates to launch Ocean Aid, which is a campaign dedicated to protecting the health of our oceans. Connect with Ashok on LinkedIn Other Posts Gamification Experience Europe: France&#8217;s number one gamification event Oxford University Press Embraces Mobile and Gamifies Classic Books For Kids Big Data: Gamification’s Bigger Brother How a box of cookies and Gamification helped with Project Management Four Approaches to Collecting Data in Gamified Systems]]></description>
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