22nd
Forbes picked up “In Defense Of Games At Work” by @macslocum :)
We’re hardwired to play games. We play them for fun. We play them in our social interactions. We play them at work.
That last one is tricky. Games and work doesn’t seem like a natural pairing. Their coupling in the workplace either implies goofing off (the fun variant) or office politics (the not-so-fun type).
Dave Gray, Sunni Brown and James Macanufo, co-authors of the upcoming book Gamestorming, have a different perspective. They contend that an embrace and understanding of game mechanics can yield benefits in many work environments, particularly those where old hierarchical models are no longer applicable.
I spoke with Gray about the collaborative power of games and how they can cut through increasing workplace complexity.
Mac Slocum: What is Gamestorming?
Gray:Gamestorming is a set of collaboration practices that originated in Silicon Valley in the 1970s and has been evolving ever since. It’s an approach that emphasizes quick, ad-hoc organization of teams so they can rapidly co-design and co-develop ideas. As my co-authors and I observed these practices, they seemed to look more like games than any other form of work we were familiar with. Hence the term “gamestorming.”
Is each of us playing some sort of game all the time?
In a sense we’re always playing games of one sort or another. “Game” is a big word that can have many meanings. For example, “game-playing,” “gaming the system,” “getting your head in the game,” and so on.
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In this context, games are simply a way to put structure around the chaos of creative work. The game rules are a way of distributing information into the space you are working in, and distributing power equally among the people in a group. They are a method for flattening hierarchy, increasing engagement and just generally speeding things up.
Does Gamestorming require specific skills?
Gamestorming is primarily a mindset. It’s an approach to work that’s about engaging people in collaborative activities. It’s not a game if people are forced to play, so you need to have people and projects that stir people’s curiosity and emotion. The Gamestorming skills are synthesizing and social skills, like visualization, improvisation, good listening and language skills.
Can games apply in any organization? Or are there jobs and industries where it’s less effective?
Gamestorming is a great approach when you are entering into unknown territory, when you need to imagine or design for the future, and when you need to tap creative energy. What games are best at is facilitating collaboration and innovation. Where the work is predictable, or where you want consistency, games are not the solution. You don’t want people playing too many games in the accounting department.
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