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团队学习模式商业游戏的15个设计原则

作者:Ken Thompson

我针对团队经验学习研习班定制商业游戏,这通常涉及明显的电脑元素。这个领域布满陷阱和迷思,游戏有可能产生变得过于复杂或变成目标本身等问题。因此我持续留意若干实际的商业游戏设计指南。

Jesse Schell的《全景探秘游戏设计艺术》也是本令人印象深刻的参考书籍,但它谈论的是普通游戏,而非商业性团队游戏。此外,100个法则远超出我的预期。

因此遗憾的是,我从中没有找到自己期望的内容,因此我觉得我应该自己动手编写。

首先要清楚的是,这里我的目标是定制基于团队体验模式的游戏,进而帮助参与者提高他们对组织或业务的理解。这些游戏还旨在帮助参与者观察和改变自己的行为,培养更优秀的团队技能,提高他们应对困境的能力。

15 principles from bioteams.com

15 principles from bioteams.com

这里是15个原则——我相信法则还有更多,但这些适用于我:

1.清晰的目标——优秀性能的组成元素是什么?一定程度的模糊性没有问题,但不要太多。

2. 操作清晰性——你如何、何时在游戏中进行什么操作需清楚说明。

3. 促进沟通——游戏应基于真正的商业问题、困境或权衡关系,而非正误答案。正确问题将带来丰富的沟通,给予玩家相互学习的机会。最有益的游戏应该围绕公司的具体问题,而非普通商业挑战。

4. 迷人的语境/有说服力的故事情节——语境和情境非常重要,这是你获得玩家时间、关注和精力投入的渠道。

5. 游戏外的丰富沟通、道具、情境和干预内容——这些是激发参与者想象和互动的必要条件。不要完全基于电脑实现这些目标。真人比嵌入视频和虚拟角色更有吸引力。

6. 支持学习目标——游戏不应被看作目标本身,或是独自传递所有价值。它应该服从于定义清晰的学习目标。

7. 必要难度——“必要”是个不错的词汇,它代表适当数量的某事物。优秀游戏应该不会太简单,也不会太难(游戏邦注:高要求但不会令玩家丧失信心)。此外,你应该让玩家慢慢接触越来越棘手的复杂性——而不是一次性应对。

8. 终止——要清楚呈现,游戏参与者距离终点线还有多远,参与者置身的阶段/回合在何处结束。不要让他们疑惑自己是否已完成内容?

9. 出乎意料——优秀游戏合理且富有逻辑,但并不完全具有预测性。和现实世界一样,呈现变化和出乎意料的内容非常重要,但不要制造混乱局面,否则你将遭受打击,感到困惑。

10. 趣味性——植入些许新颖和明亮元素非常重要,过度“严肃的游戏”通常鲜有趣味,“游戏性”是学习的强大催化剂。不要低估琐事和新奇事物的价值,例如有趣的音效。

11. 熟悉的商业属于&概念——如果用户需要学习新的陌生术语,方能运行你的游戏,那么他们就没有足够的认知空间或经历,去同真正有待挖掘的游戏内容互动。

12. 这不是一个技术展示窗——游戏应该基于最少技术实现自己的目标,不多不少。

13. 这不是一个计算器——炮制数据结果的游戏(游戏邦注:就像是传统数据处理器)通常互动起来过于单一,很快就会变得乏味。例如,结果还可以取决于参与者同其利益相关者及算法分数的互动情况。

14. 较大高潮——游戏应该朝特定高潮迈进,应该尽早树立参与者预期,这样游戏就能够精彩结束。

15. 公平合理——当在游戏期间或结束之后,参与者被问及他们为什么会取得这样的结果时,事后进行分析,内容应符合逻辑,不要让他们感到困惑,或是觉得自己从一开始就注定会以失败告终!(本文为游戏邦/gamerboom.com编译,拒绝任何不保留版权的转载,如需转载请联系:游戏邦

15 Principles of Business Game Design for team-based learning

by Ken Thompson

I develop custom business games for team-based experiential learning workshops which usually have a significant computer element. This whole area is strewn with pitfalls, good intentions and misconceptions and there is a huge risk that the game becomes too complex or an end in itself or the graphical aspect of the user interface becomes all consuming at the expense of the learning.

Therefore I have been constantly on the lookout for a really good practical set of business game design guidelines (like Disney’s Principles of Animation).

The Art of Game Design by Jesse Schell is also a very impressive resource book (with its neat iphone app) but it deals with games in general not business team games. Also 100 principles is more than I was looking for!

So unfortunately I have not yet been able to find just what I was looking for so in their absence I thought I should try and write my own.

Just to be clear my focus here is on custom games to be played in teams to help the participants improve their understanding of their organisations or businesses. These games may also be designed to help participants observe and change their own behaviours, develop better team skills and improve their ability to manage dilemmas.

Here are my 15 principles – I am sure there are more (and this list may grow to reflect this) but these ones seem to work for me:

1. CLEAR GOALS – What constitutes good performance? Some degree of ambiguity is ok (just like the real world) but not too much.

2. OPERATIONAL CLARITY – How, what and when you do things in the game must be crystal clear.

3. ITS THE CONVERSATIONS, STUPID – The game should be based around real business issues, dilemmas or trade-offs and not right/wrong answers. The right issues will inspire rich conversations and give players the opportunity to learn from each other. The most useful games focus on specific company pain-points rather than just generic business challenges.

4. ENGAGING CONTEXT/CONVINCING STORYLINE – The Context and Scene are crucial – this is how you earn the right to the player’s time, attention and energy.

5. RICH OFF-GAME CONVERSATIONS, PROPS, SCENARIOS and INTERVENTIONS – These are essential to capture participant imagination and engagement. Don’t try and do it all on the computer. Real people are much more engaging than embedded videos and avatars!

6. SUPPORTS LEARNING OBJECTIVES – The game should never be seen an end in itself or positioned to be able to deliver value all by itself. It should be subservient to clearly defined learning objectives.

7. REQUISITE DIFFICULTY – “Requisite” is a great word – it means exactly the right amount of something. Good games are not too easy but not too hard – demanding but not demoralising. Also you must allow the players time to take complexity on-board incrementally – they should not have to take it all in in one go.

8. CLOSURE – It must always be clear exactly where participants are in the game in relation to the finish line and that a particular turn/phase has ended. Don’t leave them hanging or wondering am I done yet?

9. THE UNEXPECTED – A good game is rational and logical but not totally predictable – it is important to provide changes and the unexpected just like the real world but don’t create total chaos either or you will just overwhelm and confuse.

10. FUN – Its very important to build in some elements of novelty and lightness – overly “serious games” are little fun and “playfulness” is a great catalyst for learning. Don’t underestimate the value of trivia and novelties such as amusing sound effects!

11. FAMILIAR BUSINESS TERMS & CONCEPTS – If people have to learn new and unfamiliar terminology just to run your game then they won’t have enough cognitive space or energy left to engage with the REALLY important stuff you designed the game to allow them to explore!

12. NOT A TECHNOLOGY SHOWCASE – The game should use the minimum technology to achieve its objectives – no more/no less.

13. NOT A CALCULATOR – Games which churn out numeric results like an old-fashioned data processing machine are usually too one dimensional to engage and quickly become boring. For example, the results could also depend on how well the participants engage with their stakeholders as well as their algorithmic scores.

14. BIG CLIMAX – The game should work towards a definite climax and be building participant anticipation of this early on so that it ends with a bang and not a whimper!

15. FAIR AND REASONABLE – Whenever the participants are debriefed during and/or after the game on the reasons why they got the results they did it must make sense in hindsight and not leave them confused or feeling that they were doomed to failure from the very start!(Source:bioteams


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