Are you looking for quick practical ways to gamify change delivery to improve engagement?
Thanks to Covid we can no longer rely on traditional ways of delivering change.
Don’t fret! There are many ways in which we can use proven ways to engage all types of users through gamification tactics.
Spoiler alert – You won’t need to be an expert in gamification nor buy into expensive software.
Download our infographic to find out more …
Gamification is the application of game elements to non-game activities. Whilst gamification has been around for a long time, it is only recently that it has been formalised as a structured method to achieve specific outcomes.
We see the application of gamification all around us. Yes most of the apps we use on our phones have game design elements. However, more broadly, we can see this all around us. Through gamification design, we can make significant behaviour changes.
Two of my favourite examples are:
Amsterdam airport wanted to keep the urinals clean and reduce spillage. They pinpointed the aimed spot within the urinal design where the least spillage happens. What happened was that men would aim for the fly as a fun activity (or even aiming subconsciously), and thereby reducing spillage.
In Sweden, they did an experiment to see if they could encourage people to take steps over the escalator by making it fun to use steps. This was at Odenplan (where I used to frequent regularly on my way to bars in my younger days), a major subway stop in central Stockholm. They turned the steps into a piano where stepping on a step would the be same as hitting a piano keyboard. The result was that 66% of people chose the steps over the escalator. Here is a video that shows the behaviour of people as they use the stairs. https://www.youtube.com/watch?v=7frzYFcbqjc
You will notice that these elements are not necessarily about playing a ‘game’ per se. Instead, they’ve borrowed elements of game design to engage people and make it more fun. However, ultimately there is a very clear goal and clear behaviours to be achieved.
The 6-D model of gamification is a very practical step-by-step framework to help you design an effective change intervention using gamification. The value of this framework is that it ensures that there are clear objectives and focus before jumping into utilising one of the many gamification tactics.
These are the 6 steps to follow:
Now that we understand the theory and steps required. Let’s put these into practice.
The classic approach for change practitioners in implementing changes has tended to rely on training. However, depending on the change being introduced there are more engaging ways to socialise the change.
For example, with a new system there are tools to create context-specific walk-throughs and detailed explanations that are more engaging. These are not necessarily part of the tool design itself. There are digital tools such as Stonly, Help Hero, as well as a myriad of others that may be leveraged to easily design context-specific onboarding.
Here are some examples how we use context-specific onboarding walk-throughs and information.
At The Change Compass we love using the airport analogy because it explains the various components within the system that needs to hum for holistic portfolio change management. Each plane is an initiative and how the airport is run is portfolio management. The available runway is the business change capacity. Stakeholders understand this because it’s a tangible analogy that they have experienced first-hand.
We’ve embedded the airport theme in different parts of the application to create a sense of fun and visually more interesting. For example, here are some examples of how we have done this.
This tactic is about creating excitement and unexpected reward to surprise users in a positive way. Ideally, it would bring a smile to users since they were not expecting this pop-up or another form of reward.
For example, we have created various automation features to make it significantly faster for users to enter data. And when the task is completed we surprise users with a pop-up that celebrates this task completion.
The leaderboard concept is quite a common tactic to generate engagement and in this case competition. The idea is that those that have the highest points feel a sense of achievement and recognition. Please note that it depends on the motivation of users and may not work in all contexts.
We have created a user community to promote sharing of practices. In our platform there is a leaderboard that shows who has made the most comments.
Customisation gives users the ability to tailor and customise their experience. The more users spend time and effort to ‘create their space’ the more wedded and engaged they become. Most people are familiar with the concept of using avatars as an expression of themselves. This is another way of expressing who they are digitally.
In our application we allow users to upload their own avatars. In keeping with the overall airport analogy, we have ready-made avatars of different airline characters for them to choose from. Again, injection a bit of fun into the experience.
Challenges or quests keep users engaged and interested. It could arouse their curiosity and through this increase their likelihood of undertaking a particular task. It could be a question or a notification to let them know of a new feature. It could also be quizzes or Q&A to challenge users and thereby increasing their knowledge.
Building features to allow users to share knowledge and support one another can be a motivating feature for some users. Helping others and building credibility can be intrinsic motivation for some. After all, helping others makes one feel good.
Our Change Tribe community has been a great platform for users to exchange tips and experiences. Different channels are setup to address different types of sharing. For example, ‘Feedback and features’, ‘Sharing practices’, ‘What’s new’, ‘Community tips’.
There are various platforms available for you to build community for users. It can be using your corporate Yammer platform, or others such as Slack or Tribe.
Giving users the ability to have a voice and share their feedback can be powerful and engaging. However, depending on the platform you are using you may need to manage the types of feedback that are openly shared. Giving users the ability to vote can also be quite powerful.
For example, at The Change Compass our features backlog is primarily determined by users and their feedback. This ensures that users feel that they determine how the application is designed and therefore feel more invested.
Having a clear and strong of meaning and purpose may seem like a no-brainer for change practitioners. Yet this is a very important one for game design. The most engaging games that instill a strong sense of purpose for the user, where the user feels emersed into executing on the purpose.
In the same way, designing meaning and purpose into all facets of the change intervention is critical. Ideally, with every step of the change journey, the user can feel ingrained into carrying out steps towards the purpose of the change.
For example, in The Change Compass we have an Action Planning module where the application steps the user through the analysis of the data, key observations, patterns, and what actions to take to potentially package or re-sequence the change rollout. This helps to directly address the overall purpose for the user in using the platform.
Social discovery is about enabling the support of users to find one another so that they can connect. This helps to support those with shared interests or connections. People are social creatures and we like to find others with whom we have shared interests. Think about designing your change intervention in a way that supports social discovery and networking.
For example, The Change Compass is about sharing initiatives across the organisation and the impacts they have on different parts of the company. Initiative drivers can discover other initiatives and how they may potentially impact the same stakeholders. This leads to better alignment and shared understanding and therefore makes it easier to collaborate for a better business outcome.
Now it’s your turn! What are some of the gamification tactics that you will deploy to improve stakeholder engagement and ensure your change initiative is designed with a view to creating a deeply involving experience for users?
To read more articles about agile practices within change management please click here. Or, to read more about different change approaches click here.
What are the different approaches in deriving a single view of change? And what business impact do they have?
A single view of change is often mentioned as the ‘nirvana’ for change practitioners. Having a clear view of all changes impacting people helps to better plan and execute on the changes.
In our experience there are 3 key approaches:
1) ‘Estimate the pulse’ – A quick and easy way of coming up with a simple heatmap or chart where impacts are estimated overall.
2) ”Periodic pulse checking’ – Periodic work, usually monthly, in documenting change impacts. Some governance and reporting operating rhythms setup. Some element of charting tools used.
3) ‘Hand on the pulse’ – An operating system where the data capture and analysis is embedded within regular business process. Data is utilised by various parts of governance and business planning routines. Fully digital in sustaining data maturity and insight generation.
Organisations may start out in the first or second approach in building on their change maturity and ability to generate change-related insights.
However, to reap the required business impact and to support an agile organisation where change is fast and constant, the first approach is best.
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Effective communication is the lifeblood of any successful change endeavour within an organization. It serves as the conduit through which ideas are conveyed, strategies are articulated, and employees are engaged. However, the delicate balance between providing sufficient information and avoiding overload is often difficult to strike. Moreover, how communication is crafted can significantly impact its effectiveness in driving change.
Delving into the nuances of change communication reveals several common pitfalls that can impede its effectiveness:
I hear you nod. So what is wrong with these practices if they have been the norm for decades and is adopted as common practice by most organisations?
OK let’s go through these one by one.
Drawing from personal experiences underscores the profound impact that emotional engagement can have on driving change: Recalling my tenure at Intel, a pivotal moment arose when rival AMD posed a significant threat to our market dominance. Leaders initiated candid discussions, rallying employees around the emotional stakes of the challenge. This emotional appeal galvanized teams across functions, leading to a remarkable turnaround in our fortunes.
Reimagining Change Communications
In light of the evolving organizational landscape, characterized by rapid technological advancements and shifting cultural norms, there is a pressing need to reimagine change communications: John Kotter, in his book “Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times,” highlights the imperative for organizations to adapt their communication strategies to meet the demands of the modern era. This entails embracing a more dynamic, inclusive approach that values authenticity, transparency, and emotional resonance.
Change communication is not a static endeavor but rather an ongoing evolution that must adapt to the ever-changing needs and expectations of employees. By challenging conventional norms and embracing innovative approaches, organizations can foster a culture of open dialogue, trust, and collaboration that fuels meaningful change and sustainable growth.
Change is akin to navigating through the skies; it requires careful planning, clear communication, and the ability to adapt to shifting conditions. In the same way that a well-orchestrated airport ensures the safe and efficient movement of passengers and cargo, organizations must design a robust system for change management to achieve success in today’s dynamic business environment. As we explore the intricacies of designing such a system, we’ll draw parallels to the meticulous planning and execution required in airport operations.
Imagine an airport where flight schedules are constantly updated to reflect changes in departure times, gate assignments, and weather conditions. Similarly, our change management system employs reminders to ensure that change initiatives are regularly updated by initiative representatives. This emphasis on data currency mirrors the real-time updates necessary for smooth operations in an airport, enhancing agility and equipping stakeholders with the latest insights to drive informed decision-making.
Just as an air traffic control tower serves as the central hub for coordinating flight information, our change dashboard serves as a centralized source of truth for all stakeholders. This dashboard provides change drivers and receivers with comprehensive insights into ongoing initiatives, fostering transparency and alignment across the organization. Much like how clear communication among air traffic controllers, pilots, and ground staff is essential to avoid chaos in an airport, our centralized repository facilitates collaboration and empowers stakeholders to navigate the change journey with confidence.
Modern aircraft are equipped with advanced sensors to detect potential issues early and prevent disruptions during flights. Similarly, our change management system leverages data to anticipate and mitigate impacts before they escalate. By providing stakeholders with the tools to self-assess and identify potential disruptions, surprises are minimized, and proactive measures can be taken to ensure a seamless transition. This proactive approach mirrors the preventive measures taken in aviation to maintain safety and efficiency in flight operations.
In an airport, ground staff play a crucial role in ensuring the smooth flow of operations and addressing potential issues as they arise. Similarly, designating business representatives as change custodians facilitates the exchange of critical information and ensures that potential impacts are identified and addressed in a timely manner. By acting as the frontline support for change initiatives, these representatives serve as the linchpin of change maturity, fostering a culture of accountability and ownership throughout the organization.
Much like pilots rely on instruments to gauge their progress and make informed decisions during flights, stakeholders require access to real-time metrics to assess change readiness and adoption. Pulse checks and regular tracking throughout the change journey provide stakeholders with the insights needed to course-correct and adapt as necessary. Additionally, change governance routines, akin to strategic planning meetings in aviation, provide a forum for reviewing upcoming changes and fostering alignment with organizational goals.
Designing a system for change maturity requires careful planning, clear communication, and a commitment to continuous improvement, much like orchestrating the intricate operations of an airport. By embracing the airport analogy and drawing inspiration from its principles, organizations can navigate the complexities of change with confidence and achieve sustainable success in today’s ever-evolving business landscape.
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