Gamification uses what makes games engaging and fun in non-games context. By using or applying the characteristics of game elements Gamification employs game design to improve user behaviour, productivity and loyalty.
Classic gamification strategies use rewards for finished tasks or competition to engage players. This includes points, badges or providing the user with virtual currency. Making the rewards for accomplishing tasks visible to other players or providing leader boards are still popular ways of encouraging players to compete.
This version of Gamification does not meet our expectations, so we had to develop the Growth Gamification approach.
Growth Gamification takes not just games but ALL the activities that we humans carry out voluntarily and enthusiastically into account. By doing this we do not only look at the superficial, and mostly visible, elements of video games but look at games, sports & hobbies – all together – from the perspective of behavioural psychology. The result is an approach that differs almost 180 degrees from classic gamification.
Rather than relying on a ‚design‘ that rewards past behaviour, the core philosophy of Growth Gamification is to focus on directed progress. A seemingly simple but crucial difference.
We know 4 main differences (although there are some more with small but fine differences) that distinguish the classic use of gamification from Growth Gamification.
In games people chase their better selves. Apparently, this also applies to pretty much all other activities that humans do voluntarily. A fulfilling experience is less about victory, but about progress within the challenges you’re measured against. and which grow with improving abilities to stay interesting.
This is confirmed by science concerning the phenomenon of the Flow.
The value of the four main characteristics of Growth Gamification and its effectiveness becomes even more significant the more a task is dependent on the cognitive performance of the person performing it.
A dependence that affects almost every industry in today’s knowledge society.
Such a challenging context becomes even more significant the more a task is dependent on the cognitive performance of the person performing it.
The classic reward mentality, which has proved to be successful in the past, especially in the context of industrialisation, cannot confirm its effectiveness in a service society. By learning from role models such as games, sports and hobbies, we learn how work environments of the future must be organised to intrinsically motivate people.
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