Energizing People’s Work

Transforming Organizations Through Gamification

Bernhard Peischl

, Johannes Schantl

and Andreas Holzinger

Softnet Austria, Inffeldgasse 16b/II, 8010 Graz, Austria

Medical University of Graz, Auenbruggerplatz 2/V, 8036 Graz, Austria

Keywords: Gamification, Enterprise 2.0, Engaging People, Empowering People, Game Mechanics.

Abstract: In this article we motivate how enterprise 2.0 technology and gamification can be used to transform today’s

organizations. The notable benefits include higher engagement of employees, productivity enhancements,

improvements in efficiency, innovation and community building. We identify the major building blocks of

games and outline how enterprises and NGOs apply these principles in real world scenarios.

1 MOTIVATION

Gamification is one of the major human-computer

interaction trends of the 21

century. According to

(Salen, Zimmerman 2004) a game is a system in

which players engage in an artificial conflict,

defined by rules, that result in a quantifiably

outcome. Informally, with a game, one associates

the idea of a structured experience with rules and

goals that is fun. Games get into our primal response

patterns and engage us in flow.

In the recent past, gamification has become a

modern business practice that uses game mechanics

to measure, influence and reward target user

behaviours. When applied in a non-gaming context,

these game mechanics work as a catalyst for making

technology more engaging by influencing user

behaviour and stimulating social interactions.

Fundamentally, gamification acts as a layer on top of

social collaboration software and has tremendous

potential in engaging with customers, employees,

and partners. Thereby game mechanics make an

interactive experience more fun, compelling and

addictive.

Also, games include many characteristics of

problem solving, i.e., an unknown outcome, multiple

paths to a goal, construction of a problem context,

collaboration in the case of multiple players etc., and

games add elements of competition and chance.

Further, social technologies provide the additional

possibility of building teams that might be

geographically scattered (Ebner, Holzinger 2007).

In bringing gamification into organisations, one

has to answer the question of what makes a

computer application enjoyable to operate. Malone

(Malone 1980) emphasizes that environments should

be neither to complicated nor too simple with

respect to the end-user’s existing knowledge.

However, these aspects must be carefully chosen to

create intrinsically motivating environments and to

appeal the target audience. Usually, user interfaces

are designed for tools and not games but much of the

motivation for using a system depends on the user’s

motivation to achieve an external goal. In cases

where an external goal fails to provide the necessary

motivation, particularly where the subject of the

specific task is routine and boring, a user interface

incorporating game mechanics can be useful in

making the activity more enjoyable (Ebner,

Holzinger 2007).

2 GAMIFICATION

Within organisations (enterprises and Non-

Governmental Organizations - NGOs) gamification

can be used to drive behaviour in a non-gaming

context. When implemented in the right way, this

allows an organization to increase employee

engagement, gain efficiency improvements, enhance

the productivity and foster innovation. Given this

benefits, it is no surprise that there is an increasing

interest in how to apply gamification and in gaining

a deeper understanding of game mechanics. Google

201

Peischl B., Schantl J. and Holzinger A..

Energizing People’s Work - Transforming Organizations Through Gamiﬁcation.

DOI: 10.5220/0005050502010208

In Proceedings of the 11th International Conference on e-Business (ICE-B-2014), pages 201-208

ISBN: 978-989-758-043-7

 2014 SCITEPRESS (Science and Technology Publications, Lda.)

Trends confirms the increasing interest in

gamification (see Figure 1) and Google scholar

refers to over 4600 matches since 2010 in scientific

literature. Organisations of all sizes and in diverse

sectors are increasingly interested in products,

communities and principles around gamification.

Figure 1: Increased interest in gamification: Google

Trends confirms Google Scholar.

Gamification is of particular interest, as it is an

effective way to engage and motivate “Millenials”.

According to Brack (Brack 2012) this cohort will

make up 46% of the workforce in the US. McGonial

(McGonical 2010) notes that this generation has

typically spent 10,000 hours of gaming by the age

21. As a result on this extensive experience with

games, “Millenials“ (digital natives) are most

engaged when using game-like user interfaces. The

sheer volume of “Millenials“ combined with the fact

that the generation of “Baby-Boomers” becomes

retired results in the fact that organizations will need

to address their gaps by increasingly looking for

“Millenials“. As a substantial part of motivating this

new workforce, organisations must provide

attractive means of gamification solutions (Rauch

2012).

In the following we have selected two scenarios,

where introducing game mechanics allows the

organisation for initiating a transformation process.

2.1 Enterprise Gamification

Classical enterprise applications like enterprise

resource planning, sales software, and customer

relationship management (CRM) can learn from

computer games and integrate the basic building

block of games into the business process to

influence behaviours of employees, partners and

customers. Broadly the benefits of enterprise

gamification can be categorized in four areas (Maan

2013): Engagement of employees, enhancement of

productivity, improvement of efficiency, and

establishing a constructive setting for innovation.

Briefly we discuss each of these issues.

2.1.1 Employee Engagement

Enterprises are attempting to use gamification to

encourage employees to make valuable contributions

to their collaboration platforms. Often, game

mechanics are used to recognize key contributors

and to design user-centric motivations as well as to

reward achievements and desirable behaviour of

employees across enterprise-wide community

networks.

For example, a sales person receives points on

creating a new entry within the CRM system. The

earned points further motivate this sales person to

improve data quality of the provided entries.

Contouring this process, this sales person may

receive recognition (e.g., leader board, social

activities, etc.). Overall the sales team will get a

more accurate view on the opportunities, which in

turn motivates the team to improve the quality of

their services to potential customers (Maan 2013).

2.1.2 Productivity Enhancement

Social enterprise technology allows one to

implement various kinds of performance

management support activities by monitoring

contributions in real time and visualizing these

activities within the community. This increases

collaboration and communication within the

community and directly results in enhancing

productivity within the enterprise. Further

visualizing activities fosters intergenerational

cooperation which helps to bridge the gap between

the generation of the “Millenials“ and the generation

of the “Baby-Boomers”. For example, visualizing

customer satisfaction numbers and granting rewards

for taking care of unsatisfied customers can be

provided in terms of a natively gamified user

experience.

2.1.3 Efficiency Improvement

Efficiency on the workplace means making people

work better by focusing on core competencies and

getting rid of unnecessary overhead. For example,

knowledge workers waste lots of time in reading and

answering e-mails, clearing mailboxes or sorting out

spam mail. Embedding game mechanics into this

process can raise the awareness of how much time

one spends with the inbox every day. For example, a

progress bar indicating how much one has spent

with organizing and writing e-mails along with a

point system, that provides rewards for quickly

disposing mails can encourage to deal with e-mail

efficiently. In today’s organizations this would save

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lots of time. As a popular example, we like to

mention the ‘Zero-E-Mail Initiative’ which

attempted to replace all internal e-mails by

introducing a company-wide enterprise social

networking platform within the ATOS enterprise

(Taylor 2013).

2.1.4 Innovation

For organisations working in distributed expert

teams it has become important to encourage their

employees to come up with new ideas. In the recent

past several enterprises have started to exploit the

potential of bringing together distributed teams of

experts via a social enterprise platform to incubate,

share and execute ideas from the various business

domains. Thereby, some of the enterprises make use

of gamification mechanics to drive such initiatives.

For example, Siemens has established a knowledge

networking platform particularly for creating

innovations by using the crowd of employees (Mörl

et al. 2011; Wiener et al. 2012).

2.2 Gamification in NGOs

The ongoing process of geo-political dislocation

questions many of the ongoing practices like, for

example, free movement of capital, trade-

agreements, and harmonization issues. For example,

in Europe, the number of citizens with a negative

image of the European Union has considerably

increased, whereas the number of those citizens with

a positive image of the block has decreased (see

Figure 2). As a result of that, citizens are engaging

in using and developing instruments (e.g., petitions)

fostering direct democracy. For example, recently

the petition “Freitheit für Vielfalt!” (a petition to

stop an enactment regarding emblements) received

over 400.000 supporters (Osterbauer 2013).

The initiative “Wörthersee Stadt” (Wagger,

Wuksch 2013) used social media to initiate a

movement towards arranging the communities

around the “Wörthersee” lake in the form of a town

with around 215.000 citizens.

The above given examples, illustrate the

willingness and the increasing tendency to engage in

active citizenship. In particular, due to the given

demographics, the generation of „Millenials“ will

play a major role in this process. Thus, such

initiatives – no matter whether driven by individuals

or NGOs – will use Enterprise 2.0 technology and

can benefit by making extensive use of automatic

translation, video conferencing, community building

and gamification. The riots in the middle east (e.g.,

the Egypt spring), the prohibition of the micro

blogging service in Turkey (Turam 2014) and

“ZunZuneo”, the “Cuban Twitter” (Guardian 2014),

exemplify that social technology nowadays has a

real impact on community building and democracy.

Figure 2: Citizen's view on the European Union.

3 BUILDING BLOCKS FOR

GAMIFICATION

Applying game mechanics to everyday software is

not a trivial task. In an ideal case, the game

mechanics is embedded into the real world problem,

so that the user does not even notice this. As the

(hidden) game taps in the primary response patterns

by engaging us in flow, gamification is considered a

powerful tool for engaging citizens and employees.

It is thus of uttermost importance to understand the

elementary building blocks of games.

According to (Amy Jo 2012) we can identify the

following basic building blocks in games:

1. Collecting Items: With collecting items one

can express what is of importance. Also

humans usually try to complete a set of items,

i.e., visualizing items as a collection motivates

the users to fill out potential gaps. For

example, LinkedIn uses this idea when it

comes to completing profiles.

2. Points: Earning points acts as a simple score

system to engage users. Besides of simple

points, there are social points, which are points

that only other users can grant. Social points

are able to express the values of items for the

community. Points can be calculated via

aggregate behaviour (e.g., Flicker). Further

there are redeemable points which are able to

drive loyalty of users. For example, eBay

allows users to grant social points for online

transactions, in this way building up trust in

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users. Amazon uses social points for book

reviews. Once one has established points, we

can create leader boards to innate

competitiveness and drive the behaviour of

users. Parallel leader boards offer to increase

diversity which can be used to on-board a

bigger crowd. In serious scenarios it is often

necessary to substitute leader boards with

some kind of statistical ranking, for example,

due to the fact that leader boards can be used to

monitor productivity of employees. Further

levels can act as a shorthand for accumulating

points and thus levels can capture the game

experience. With levels one can challenge the

user in the appropriate amount, so that the state

of flow is ideally maintained during interacting

with the software or service.

3. Feedback: We use feedback to motivate users,

giving them signals and signs that they are on

the right track sometimes showing users they

achieved something. Most of the time feedback

provides prove on progress making a user feel

good. At the same time this offers

transparency. Due to the feedback, users of a

game know exactly where they stand within

the game, but also compared to other players.

That can be rewarding. Increasing the velocity

of feedback loops helps to maintain

engagement of users. Subconscious feedback

might even be more powerful. It is presented in

such a logical, natural way that users are no

longer aware that it basically is feedback.

Moreover, social feedback is known to drive

engagement. In summary, feedback is able to

draw attention through movement and change,

accelerates mastery, and makes tasks more fun

and compelling. Ideally, adequate feedback is

able to induce flow and makes boring tasks

more fun.

4. Exchanges: Exchanges are well-structured

social interactions. Social exchanges can be

explicit (e.g., a chess game, where structured

exchanges are built into the rules) which

requires at least two partners. Implicit

exchanges refer to exchanges where a user can

give feedback, but the recipient(s) do not need

to answer necessarily (e.g., comments within

an activity stream).

5. Customization: Customization and

personalization allows one for deeper levels of

emotional attachment by the user. As the users

personalize profiles they create a bond, and the

profile becomes an extension of themselves.

The difficulty levels seen in games are not

appropriate for all users. The system should

allow users to customize a range of settings so

that the game accommodates their individual

needs. Further user interfaces need to be

customized to the device to provide an

accessible user interface under all

circumstances (e.g., access via tablet, smart

phone or workstation). Customization also

applies to data objects. First, users like to re-

mix and re-distribute basic data objects and

establish different views on these data objects.

We refer to such objects as recombinant data

objects, i.e., different feeds on the objects can

easily be established by end users. Second,

content that lives outside of its source can be

re-mixed and re-scanned to allow the user for

smooth integration of this content.

After having elaborated the main building blocks

in the mechanics of games, we briefly have a look at

popular applications in the consumer market. In

particular we show how the video portal Youtube

and the micro blogging service Twitter makes use of

these principles to provide a gamified user

experience. Table 1 lists the basic building blocks of

game mechanics and the corresponding elements for

the products Youtube and Twitter.

Figure 3: The elements used in incorporating gamification

when it comes to usage of social apps in enterprises.

4 CASE STUDIES: ENERGIZING

PEOPLE’S WORK

In the following we discuss how the basic principles

of game mechanics are nowadays used in businesses

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Table 1: Use of game mechanics in popular consumer

applications.

game mech.

elem.

Youtube Twitter

Collecting

items

favourites,

subscribers, videos

followers and

friends

Points multiple leader

boards, star-ratings,

points allow for

different ways of

exploring content

no. of

updates,

tweets,

followers,

users one is

following

Feedback comments, inbox,

statistics as

competitive leader

boards

users can

decide which

messages to

receive via e-

mail

Exchanges comments, video-

responses

direct

messages

Customization profiles, user can

decide on widgets,

videos can be

uploaded very

easily from any

device,

recombinant data

(set of streams) and

syndicated service

backgrounds,

easy to use,

easy

integration,

recombinant

and

syndicated

data (blogs)

and NGOs. First, we discuss safebook (social apps

for enterprises), an enterprise 2.0 software that

engages office workers. Secondly, we outline how

an NGO (teamfreiheit.info) applies the same

principles of game mechanics to build-up an online

community that supports democracy and human

rights.

Safebook: Safebook (Wagger 2013) is a social

business platform, a kind of "Facebook for the

Enterprise". It brings the best of the consumer web

into business (social, mobile, activity stream,

salesWiki, recommender, rating, tagging, social

analytics, etc.). Figure 3 illustrates safebook’s entry

page, presenting the main elements for incorporating

game mechanics.

1. Collecting items: Todos, notes, activities,

working times, files, and i-Tweets (a form of

tweets for the business domain) are presented

in the form of collections. This encourages

office workers to complete all items

stimulating the completion of specific tasks.

2. Points: The number of todos, notes, activities,

files and iTweets are displayed. A working

time calculator supports easy and intuitive

recoding of working times. Further the number

of colleagues a user is following and the

number of followers is shown. Products from a

product catalogue (“Produpedia”) can be rated

by making use of a star rating.

3. Feedback: A timeline shows i-Tweets, users

can like or dislike i-Tweets, and progress of

work is displayed via a progress bar. Statistics

regarding the working artefacts (e.g., average

todo priority, number of reversed or undone

todos) are rendered in real time so that the user

obtains immediate feedback.

4. Exchanges: Implicit exchanges by providing

comments on all elements, sending direct

messages via i-Tweets and by integrating e-

mails and a semantic layer for e-mails that

supports exploration of e-mails via semantic

analysis (Wagger 2014).

5. Customization: The main site is customized

with upcoming events, which are extracted

from the calendar. Users customize their

account with a profile picture to support

emotional attachment. Further, there are

various ways for customizing projects. As

safebook runs within a browser, it is accessible

on all platforms. Data objects can be re-mixed

and re-distributed. For example, scanning a

business card updates the address book and/or

a CRM database.

teamfreiheit.info: The teamfreiheit.info community

(Teamfreiheit 2014) is a start-up human-right’s

community (see Figure 4) enriched with social

network elements (friends network, user timeline,

etc.), with the following major goals: (1) informing

users about topics concerning freedom, (2) engaging

cititzens to perform hero-actions, and (3) interacting

and discussing with other users. The community

adds an additional gamification layer to create a

playful user experience and to additionally motivate

users to be active within the community.



1. Collecting Items: Friends, hero actions (users

can create a history of all accomplished hero

actions) and timeline posts including status

messages, videos and links can be collected.

2. Points: Experience points gathered by doing

hero actions, bronze, silver and gold badges

achieved for doing challenges, likes on posts

and forum entries, and the number of

comments. Users can increase their level

(starting from level 0 as a passive civilian and

ending at level 11 as a hero of freedom) by

getting experience points and doing challenges.

The level represents the major visible status of

the user within the community and is shown all

along the community next to the profile picture

of the user.

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3. Feedback: A progress bar shows the missing

points to reach the next level, notifications

after getting points, badges, likes and

comments.

4. Exchanges: Discussions in the forum with

multiple users, implicit exchanges by

providing posts and comments, direct

communication using a message system.

5. Customization: The main site can be

customized by adding a profile picture.

Further, one can also change the current visible

level by being active within the community. A

user can customize whether he/she wants to

receive e-mail notifications for incoming

messages, likes, comments, etc., and also set

several privacy settings for the user profile.

Figure 4: An example of a gamified community for the

human right NGO teamfreiheit.info.

The problem of adaption of enterprises and other

organizations to customs of digital natives is

important to future business. However, young digital

natives have good experience with entertainment

instead of professional work. Although some

concepts like user-centricity and gamification can be

brought to business, e.g., there is a difference when

it comes to responsibility. This issue needs further

investigation.

5 DISCUSSION AND RELATED

WORK

Schubert and Williams (Schubert, Williams 2013)

present the findings from a study of projects that are

in the early stages of adoption of social software in

organisations. The authors analyse the case studies

and reveal possible beneficial factors for the

adoption of social software such as improved

personal information management, and better

workspace and presence awareness. However, the

authors do not address the issue of gamification.

Maan (Maan 2013) notes that gamification is an

emerging business practice to enable and transform

social business initiative across organisations.

Thereby the possible business scenarios for

gamification are widespread ranging from customer

service and support to community building and

collaboration.

The main challenge in the design of communities

is to motivate users to participate and contribute

(Lampe et al. 2010). Lampe et al. (Lampe et al.

2010) studied users in a moderately large

community (Everything.com) and found that users

may continue to participate in a site for different

reasons than their initial motivation when looking

for the site.

Especially a feeling for belonging to the site is

very important and social and cognitive factors are

probably more important than usability issues in the

contribution to communities (Lampe et al. 2010).

According to Kollock (Kollock 1998)

reputational benefits and learning as motivation can

overcome the lack of motivation in communities.

Dholakia et al. (Dholakia et al. 2004) identified five

different motivational factors to contribute in online

communities:

 purposive value, refers to a predetermined

instrumental purpose, such as giving or

receiving information,

 self-discovery, covers aspects of social

interaction to gain knowledge and social

resources,

 maintaining interpersonal connections, refers

to keeping in contact with other people and

creating new friendships,

 social enhancement is linked to the value

derived from the user’s reputation within the

community, and

 entertainment, describes the fun and relaxation

of interacting with other users and the

community.

The idea of using elements of game design in

non-game contexts can leverage both, motivation

and engagement. However, the recent trend towards

gamifying applications often reduces the complexity

of a well-designed and balanced approach to a

gamified application to its simplest components:

badges, levels, points and leader boards. This can

actually damage existing interest or engagement

with the software product or service (Rigby, Ryan

2011). It is thus of uttermost importance to identify

the abstract basic building blocks for gamifying

applications to understand how to amplify the

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intrinsic motivations of employees, customers or

communities. Besides of the five basic building

blocks identified in this article, useful guidelines for

gamification design are provided by Werbach

(Werbach, Hunter 2012).

Holzinger et al. (Holzinger et al. 2012) report

on the design and development of a mobile

application to support archaeological education and

to raise awareness for our cultural heritage by

making use of the powerful notion of play. The

application reads information from Quick-Response

Codes (QR-Codes) on paper sheets, which can be

placed directly at the points of interest. Users can

now follow an archaeological scavenger hunt along

those points of interest. They start at one point of

interest and get hints on how to find the others. This

makes use of collective intelligence, i.e., using the

mobile devices amongst the group of users as social

communicators in order to get specific information

on the target.

Dynamic, interactive computer simulations,

designed to teach complex processes and concepts,

have become very popular in all domains of science

education, for example, physics, chemistry and

biology, as demonstrated in the high number of

sales. The nature of such simulation ranges from

compelling visualizations but also covers the domain

of educational computer games (Ebner, Holzinger

2007; Kickmeier-Rust et al. 2007).

Ebner and Holzinger (Ebner, Holzinger 2007)

state that the use of an online game for learning in

higher education aims to make complex theoretical

knowledge more approachable. An online game was

used for the first time during a lecture on structural

concrete. According to Nielson (Nielsen 2005) a

factor called “joy of use” was introduced, which was

amazingly high. Ebner, Holzinger’s experimental

findings confirm the efficacy of game playing.

For the purpose of e-learning, Dolog et al.

(Dolog et al. 2004) point out the importance of

personalization and describe an approach to bring

personalization (resembling the notion of

customization in game mechanics) to the semantic

web. The authors show how personalization

functionalities can be embedded into semantic web

services, supported by other services for retrieving

learning resources or user information.

6 CONCLUSION

In this article we motivate how today’s enterprise

2.0 technology and gamification can be used to

transform organisations. We relate this trend to the

changing workforce and conclude that enterprises

and NGOs will need to address this issue in the near

future. We present two scenarios (enterprise

software and citizen engagement within a NGO)

where gamification is used to initiate a

transformation process. Afterwards we identify five

basic building blocks within games, and show how

these game mechanics are applied in mainstream

consumer software (Youtube and Twitter). Two

novel case studies show how gamification is used to

engage people in their specific tasks. The first study,

shows how game mechanics are applied when it

comes to applying social apps in enterprises. The

second one, reports how a NGO applies the same

mechanics to foster community building. Finally we

discuss our findings and relate our work to most

recent research work.

ACKNOWLEDGEMENT

The work presented herein has been partially funded

and from the SME program “Innovationsscheck” of

the Austrian Research Promotion Agency (FFG,

contract no. 840346).

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