Rules, ludic spaces, and experiential learning

Jeroen van BreeAnnemieke Roobeek

Breukelen, 20 juni 2012

Wat kun je met deze kennis?

Waar wil je meer over weten?

Waarover heb je andere inzichten?

Augustus 2006_

The managerial relevance of virtual worlds

nieuwe vormen van samenwerken

nieuwe vormen van kennisdelen

CSCW

ComputerSupported

CooperativeWork

The social-technical gap: “the great divide between what we know we must support socially and what we can support technically”

-- Mark S. Ackerman, 2000

Don’t capture, but connect!

extrinsic motivation

CSCW

work

virtual worlds

play

intrinsic motivation

Motivating factor Sources

Autonomy: a sense of control or volition

Lepper & Malone 1987, Ryan, Rigby & Przybylski 2006

Competence: mastery, a feeling of effectiveness, a balance between

skills and challenges

Lepper & Malone 1987, Ryan, Rigby & Przybylski 2006, Koster 2005

Relatedness: purpose, the feeling of belonging and being part of

something bigger than yourself

Ryan, Rigby & Przybyiski 2006, Jakobsson & Taylor 2003,

Steinkuehler 2005, McGonigal 2011

april 2007_

MMOG

MassivelyMultiplayer

OnlineGames

32% women_

Average age: 31_

Hours played per week: 21_

Average age: 31

32% women

source: Yee, 2010

25

Organizing principle in MMODesirable organizational

attribute

Network forms of organizing Agility

Complementarities between players Collaboration

Reliable signals about player abilities Sensitivity

Meritocracy Talent and diversity management

Organizing principle in MMODesirable organizational

attribute

Network forms of organizing Agility

Complementarities between players Collaboration

Reliable signals about player abilities Sensitivity

Meritocracy Talent and diversity management

The ‘transfer’ of a design element from a ‘play’ context into another usage context likely does not necessarily lead to the same motivational affordances

-- Sebastian Deterding, 2011

Any claim to the effect that the studied environment fosters collaborative skills in general (...) runs a serious risk of becoming hyperbolic

-- Bennerstedt, Ivarsson & Linderoth, 2012

December 2007_

virtual worlds

games

game design

WORKSHOP

LEARNING

FROM GAMESCall for ParticipationOrganizers:

Jeroen van Bree (Nyenrode Business Universiteit)

Marinka Copier (Universiteit Utrecht, Hogeschool voor de Kunsten Utrecht)

Proposed dates: 6 december, 11 december or 19 december

In recent years, digital games have received serious academic attention. One of the aspects

of games that has gained interest is the use of games as a learning environment, in educa-

tion as well as in corporate or institutional settings. This field has been labeled as serious

games.

Besides learning with games that takes place in the field of serious games, we feel there is a

largely unexplored opportunity for organizations to learn from games. And in particular from

online games such as World of Warcraft (Blizzard Entertainment, 2004) where large numbers

of players gather in and around. These online games combine large numbers of users from

diverse of backgrounds (Yee, 2005) with a complex environment that fosters interaction, col-

laboration and competition. The social, economic and legal systems that emerge in these

virtual worlds have already been acknowledged as an interesting field of academic enquiry.

1

De ontwerper van de interventie dient deze keten te begrijpen. Deze keten vormt een voorschrift: ook wel technological rule genoemd (Van Aken, 2004)

interventie mechanisme(n) uitkomst

context

Een interventie leidt via een of meerdere mechanismen naar een uitkomst. In een bepaalde context.

design principle

design process

design attitude

organizational design

A primary danger in designing is overdesign. Designers fail because they don’t know when to stop. The trick in designing is to stop while the design still has life.

-- Weick, 2004

Minimally-structured organizations are those that have been able to reach a paradoxical state where ample freedom and strong control coexist.

-- Pina e Cunha & Vieira da Cunha, 2006

Juli 2008_

1

THE POWER OF PLAY

HOW GAME DESIGN CAN UPSET ORGANIZATIONS

JEROEN VAN BREE

Nyenrode Business Universiteit

MARINKA COPIER

Utrecht University

ABSTRACT

To generate true innovation in organization design, there is a need to shift our view towards

the future. We propose to do this by studying game environments on the internet, and

especially the way they are designed. In this paper, we describe what sets game design apart

from other design disciplines and argue why it is a useful source of inspiration for

organizations. We present an approach for applying the lessons from game design to

organization design, which involves design principles, social mechanisms and an adapted

game design process.

INTRODUCTION

The Need for New Organizational Designs

Currently we are experiencing circumstances that are unique in the history of organizational

life. Conditions such as the rapid introduction of new technologies, globalization and shifts in

demographics have been described in terms of a knowledge-based economy and the

network society (Castells, 2000; Child, 2005). Many organizations are facing these conditions

using ways of working and structures that were designed in and for a different era. These

organizational forms have worked in times past but may not be ideally suited to achieve a

competitive advantage in today’s economy and society. Nor are they necessarily the

structures that take full advantage of the skills of young workers who have grown up in the

current social and technological context. New organizational designs are necessary.

1

THE POWER OF PLAY

HOW GAME DESIGN CAN UPSET ORGANIZATIONS

JEROEN VAN BREE

Nyenrode Business Universiteit

MARINKA COPIER

Utrecht University

ABSTRACT

To generate true innovation in organization design, there is a need to shift our view towards

the future. We propose to do this by studying game environments on the internet, and

especially the way they are designed. In this paper, we describe what sets game design apart

from other design disciplines and argue why it is a useful source of inspiration for

organizations. We present an approach for applying the lessons from game design to

organization design, which involves design principles, social mechanisms and an adapted

game design process.

INTRODUCTION

The Need for New Organizational Designs

Currently we are experiencing circumstances that are unique in the history of organizational

life. Conditions such as the rapid introduction of new technologies, globalization and shifts in

demographics have been described in terms of a knowledge-based economy and the

network society (Castells, 2000; Child, 2005). Many organizations are facing these conditions

using ways of working and structures that were designed in and for a different era. These

organizational forms have worked in times past but may not be ideally suited to achieve a

competitive advantage in today’s economy and society. Nor are they necessarily the

structures that take full advantage of the skills of young workers who have grown up in the

current social and technological context. New organizational designs are necessary.

1

THE POWER OF PLAY

HOW GAME DESIGN CAN UPSET ORGANIZATIONS

JEROEN VAN BREE

Nyenrode Business Universiteit

MARINKA COPIER

Utrecht University

ABSTRACT

To generate true innovation in organization design, there is a need to shift our view towards

the future. We propose to do this by studying game environments on the internet, and

especially the way they are designed. In this paper, we describe what sets game design apart

from other design disciplines and argue why it is a useful source of inspiration for

organizations. We present an approach for applying the lessons from game design to

organization design, which involves design principles, social mechanisms and an adapted

game design process.

INTRODUCTION

The Need for New Organizational Designs

Currently we are experiencing circumstances that are unique in the history of organizational

life. Conditions such as the rapid introduction of new technologies, globalization and shifts in

demographics have been described in terms of a knowledge-based economy and the

network society (Castells, 2000; Child, 2005). Many organizations are facing these conditions

using ways of working and structures that were designed in and for a different era. These

organizational forms have worked in times past but may not be ideally suited to achieve a

competitive advantage in today’s economy and society. Nor are they necessarily the

structures that take full advantage of the skills of young workers who have grown up in the

current social and technological context. New organizational designs are necessary.

rule set

source: Van Mastrigt, Salen & Zimmerman

rule setdeclarative content

rule setdeclarative contentgame play

rule set

game play

Game Design

rule set

game play

Game Design

adjust

test

Second-order Design

game play

rule set

minimal structure

To what extent can we apply the game design process as a method for organizational design?

Game Design Process

1.  Setting experience goals

2.  Designing the core mechanism

3.  Building a representation of the core mechanism (paper prototype)

4.  Testing the prototype and adding rules

5.  Refinement

set experience

goals

design core

mechanism

build paper prototype

test prototype

& add rules

refinement

testing ground

September 2008_

Electief Behandel Centrum

- blank slate- veel stakeholders- vaststellen uitgangspunten

Explore the playing field

Explore the playing fieldBrainstorm with the players

De tweede workshop duurt 3 uur en kan plaatsvinden op 21

oktober in de ochtend of 23 oktober in de middag. We hebben

hiervoor een ruimte nodig met een warme uitstraling, geschikt voor

20 personen, met een beamer en de mogelijkheid om iets aan de

muur te plakken.

★Nodig 1-2 vertegenwoordigers van de door jou geselecteerde

spelers uit voor de workshop. Dit moeten mensen zijn waarvan het

te verwachten is dat ze een rol gaan spelen in het EBC. Maak hierbij

gebruik van de vooraf opgestelde uitnodiging.

★Bedenk of achterhaal per speler 5 doelen en schrijf deze op de

doelstellingskaarten. Het gaat niet om de doelen van de

genodigde als persoon, maar om de doelen van de genodigde als

vertegenwoordiger van deze groep spelers.

Spelregels

Verboden woorden tijdens de gesprekken met de genodigden:

doel, computer, game en design.

Ook gerelateerde woorden zijn verboden!

★Maak als kernteam 1 presentatie van 5 minuten met als

onderwerp: hoe ziet het EBC er over vijf jaar uit? Deze

presentatie vormt de aftrap van de tweede workshop.

Spelregels

Maximaal 15 slides

Maximaal 15 woorden per slide

Onbeperkte hoeveelheid beeldmateraal

Vragen kun je stellen aan de spelleider: klaaswillemruis@gmail.com

HUISWERK

We nodigen je uit om deel te nemen aan de EBC workshop.

Met deze workshop willen we een stap zetten in het ontwerp van

het EBC. Dat willen we doen door een aantal belangrijke spelers

aan tafel uit te nodigen.

De workshop zal worden begeleid door Marinka Copier van de

Universiteit Utrecht en Jeroen van Bree van de Nyenrode Business

Universiteit en is onderdeel van een onderzoeksproject over nieuwe

manieren om organisaties te ontwerpen.

Voorbereiding is niet noodzakelijk.

EBCWORKSHOP

Explore the playing fieldBrainstorms with the players

Add rulesBuild a paper prototype

Playtest behavior

Explore the playing fieldBrainstorms with the players

Add rulesBuild a paper prototype

Playtest behaviorRefine rule set

J E R O E N V A N B R E E M A R I N K A C O P I E R

8 D E C E M B E R 2 0 0 8

Het meta-ontwerp voor het Electief Behandel Centrum

“De kunst is om het verfrissende van het spelelement niet te veel leidend te maken en af te laten leiden van het gericht aan de inhoud werken.

Maar het omgekeerde geldt net zo goed.

Eigenlijk zie je het gebeuren dat mensen zich inderdaad niet meer druk maken over: wat zal de achterban daarvan vinden als ik zoiets zeg? Nee, men is gecommitteerd aan wat er op die tafel gebeurt en levert daar frank en vrij een bijdrage aan.”

December 2008_

Jeroen van Bree

13 October 2009

What can workplace executives learn from computer games?

First�International�Workshop�on�����������������Organizational�Design�and�Engineering�

Call�for�Papers��

�

Dates�and�Venue�

11�and�12�December�2009.��

Holliday�Inn,�Av.�Antonio�Jose�d’Almeida,�28ͲA,�Lisbon,�Portugal�

Executive�Chairs�

Rodrigo�Magalhães,�KuwaitͲMaastricht�Business�School�and�Instituto�Superior�Tecnico,�Technical�University�of�Lisbon,�Portugal��António�Rito�Silva,�Instituto�Superior�Tecnico,�Technical�University�of�Lisbon,�Portugal�

Program�Committee�

Ademar�Aguiar�(Portugal)�Steve�Alter�(USA)�Kent�Beck�(USA)�Lucio�Biggiero�(Italy)�Martin�Cloutier�(Canada)�Joao�Vieira�da�Cunha�(Portugal)�Michel�Delorme�(Kuwait)�Haluk�Demirkan�(USA)�Jan�Dietz�(Netherlands)�Henrique�Duarte�(Portugal)�Omar�El�Sawy�(USA)�Raghu�Garud�(USA)�Anna�Grandori�(Italy)�Cecilia�Haskins�(Norway)�Jan�Hoogervorst�(Netherlands)�Mariann�Jelinek�(USA)�John�Paul�Kawalek�(UK)�

Ann�Majchrzak�(USA)�Mary�Lynn�Manns�(USA)�

Piero�Migliarese�(Italy)�Brian�Pentland�(USA)�Jan�PriesͲHeje�(Denmark)�Isabelle�Reijmen�(Netherlands)�Dirk�Riehle�(USA)�Linda�Rising�(USA)�Peter�Rittgen�(Belgium)�Matti�Rossi�(Finland)�Susan�Scott�(UK)�Antonio�Lucas�Soares�(Portugal)�Jose�Tribolet�(Portugal)�Philip�Turtscher�(Austria)�Youngjin�Yoo�(USA)�Robert�Winter�(Switzerland)�

Keynotes�

Richard�Boland,�Case�Western�Reserve�University�Larry�Constantine,�Laboratory�for�UsageͲCentered�Software�Engineering�and�University�of�Madeira,�Portugal�

Background�

Organization�design�theory�as�we�know�today�was�invented�more�than�100�years�ago.�Many�of�the�classical�principles� put� forward� early� in� the� 20th� century� are� still� the� same� ones� that� govern� the� structuring� of�organizations.�In�the�meanwhile�Information�Technology�(IT)�has�changed�the�functioning�of�organizations�beyond�recognition.�Loosely�coupled,�networked�or�virtual�organizational�forms�have�been�discussed�in�the�

Int. J. Organisational Design and Engineering, Vol. 1, Nos. 1/2, 2010 29

Copyright © 2010 Inderscience Enterprises Ltd.

Designing an organisational rule set: experiences of using second-order organisational design in healthcare

Jeroen van Bree* Strategy Centre, Nyenrode Business Universiteit, P.O. Box 130, 3620 AC Breukelen, The Netherlands E-mail: jeroen.van.bree@mac.com *Corresponding author

Marinka Copier Faculty of Art, Media and Technology, HKU Utrecht School of the Arts, P.O. Box 2471, 1200 CL Hilversum, The Netherlands E-mail: marinka.copier@kmt.hku.nl

Thijs Gaanderse YNNO, Orteliuslaan 9, 3528 BA Utrecht, The Netherlands E-mail: thijs.gaanderse@ynno.com

Abstract: One of the biggest challenges of organisational design is moving toward a less formal organisational structure as the artefact to be designed. We find inspiration in computer game design for a way to address this problem: second-order design. Second-order design means designing rules that give rise to certain behaviour. In this article we present our study of an organisational intervention in a hospital using second-order design principles. The study highlights the role of rules and game structures, the inclusion of stakeholders in the design process and the importance of prototyping organisational designs. The implications for future empirical work are discussed.

Keywords: organisational design; rules; healthcare; second-order design; game design; computer games; minimal structure; emergent behaviour; action research; prototyping; design method.

Reference to this paper should be made as follows: van Bree, J., Copier, M. and Gaanderse, T. (2010) ‘Designing an organisational rule set: experiences of using second-order organisational design in healthcare’, Int. J. Organisational Design and Engineering, Vol. 1, Nos. 1/2, pp.29–54.

Biographical notes: Jeroen van Bree is a Management Consultant and Researcher. He currently works for YNNO, a consultancy firm based in Utrecht, The Netherlands. His consulting work is informed by the research he does at Nyenrode Business Universiteit, where he is a PhD candidate. He received his MSc in Information Management from Tilburg University and his

Juli 2010_

Augustus 2010_

Explore the playing fieldBrainstorms with the players

Add rulesBuild a paper prototype

Playtest behaviorRefine rule set

Establish the framework first

Involve the experts in the

prototyping stage

“Misschien is het proces in die zin nog waardevoller dan de exacte outcome.

Dan bedoel ik meer het bewust nadenken over: hoe ga ik om met mijn omgeving, met de spelers?

Dat vind ik misschien de grotere les voor het hele team. Hoe weeg ik mijn individuele belangen af tegen het groepsbelang?”

Similarities Differences

The effect of limited information Switching perspectives

The effect of game elements Manipulating the rules

Finding the boundaries of the rules Dealing with ambiguity

Process versus end product

Maart 2011_

NYENRODE RESEARCH PAPERACADEMIC THEORY

COMPLEX SYSTEMS AND EMERGENT BEHAVIOR:

ENGAGING WITH COMPUTER GAMES TO ENRICH ORGANIZATION STUDIES

Jeroen van BreeSteije de Lat

November 2011 ~ no. 11-05

Oktober 2011_

gamification

Gamification Games

Extrinsic motivation (ego enhancement & external regulation)

Intrinsic motivation

Points & badges Meaningful play

Copy, disregarding context Second-order design

Juni 2012_

wat heb ik geleerd?

1. De rol van spel bij het bevorderen van creativiteit en een open uitwisseling van ideeën

2. Het belang van het actief verkennen van een organisatie en zijn omgeving als systeem om te komen tot nieuwe strategieën

3. De rol van regels als een raamwerk van organisatieprincipes

1. Spel bevordert creativiteit en een open uitwisseling van ideeën

Veldwerk Literatuur

Transparency and opennessPlay as a way to overcome blocks to

group learning and creativity (Mainemelis & Ronson 2006, Kark

2011)

Abductive reasoning

“Programs that encourage managers to play and behave playfully (...) can help managers to develop and draw on an alternative way of thinking” (Kark,

2011)

2. Het actief verkennen van een organisatie en zijn omgeving als

systeem

Veldwerk Literatuur

Awareness and reflection about the dynamics of an organizational system by

active engagement

A “ludic learning space” that engages the experiential learning cycle: feeling,

reflection, thinking and action (Kolb & Kolb 2010)

Progressive understanding

Bringing design from the domain of thinking to the domain of acting (Van

Aken 2007)Systems thinking as an iterative,

progressive process of holistic enquiry (Gharajedaghi 2011)

3. De rol van regels als een raamwerk van organisatieprincipes

Veldwerk Literatuur

Attempts to circumvent or manipulate the rules

“For many players, playing games is, in some measure, a playing with rules and

their boundaries” (Consalvo 2007)

Rules as descriptions rather than prescriptions ...

The strategy of simple rules: rules can constitute a strategy in that they “specify

actions for addressing opportunities” (Davis, Eisenhardt & Bingham 2009)

Organization as a nexus of rules: “rules embody basic principles (...) while routines

define specific ways and methods for conducting exchanges that are consistent

with the principles embodied in a set of rules” (Boisot & Sanchez 2010)

rules prescribe a framework of

organizing principles

play allows foractive exploration

of this possibility space

routines emerge that collectively form the basis

for a strategy

toekomstig onderzoek

1. Bredere toepassing van de ontwerpmethodiek

2. De verbreding van “ludic environments” naar “playful organizations”

3. Gedachtegoed over dit ontwikkelproces contrasteren met stromingen in strategy development

Wat kun je met deze kennis?

Waar wil je meer over weten?

Waarover heb je andere inzichten?

Jeroen van Bree

jeroen.vanbree@novay.nlmobile: +31 (0)653 187 512

twitter: @jeroenvanbree

Stationsstraat 79F, Amersfoort

P.O. Box 5897500 AN EnschedeThe Netherlandswww.novay.nl+31 (0)53 485 04 85

You are free to copy, distribute and transmit the work under the following conditions:

Attribution You must attribute the work to the presenter and to Novay by mentioning our website, http://www.novay.nl (but not in any way that suggests that Novay endorses you or your use of the work).

NoncommercialYou may not use this work for commercial purposes.

No derivative worksYou may not alter, transform, or build upon this work.