2. “Faced with an unmotivated employee or student, our first instinct is to dangle a carrot (an incentive). If that doesn’t work, we threaten him.” Neither of these options work particularly well long term because we are simply ignoring the fact that the student/employee is bored and unmotivated because the experience is not fun.
3. “games… are made up of activities that we genuinely like.”
3. Josh Knowles – “To design a game is to take something – some basic enjoyable and/or satisfying interaction – and carefully apply rules to help players maximise the enjoyment and/or satisfaction they will have with that interaction.”
15. Gamers have community, and no longer play in isolation (not only social games, but platforms like the Xbox marketplace and such).
17. Demographic shift – from a study in 2010 only 6% of social gamers are under 21. The average age is 43, and more females are involved than males.
20. “The challenging and rich experiences that make up most popular video games are literally rewiring gamers’ brains as they play.” – One week of playing tetris improved non-gamers visual recognition skills significantly. Young frequent gamers had a much stronger belief that things could be made better in the future.
26. Play is a state of mind; to a chef cooking something new might be play, while to me it might be work.
28. James Paul Gee said, “When learning stops, fun stops, and playing eventually stops. Learning… is ultimately a form of play – a principle almost always dismissed by schools.” Play is learning.
33. “Our brains’ seeking circuits are particularly sensitive to novelty.”
35. Games are a renewable source of entertainment. Also, “every successive game will likely be more interesting than the last, due to ever-increasing skills and a heightened perception of the experience.”
35. The only way to truly understand a game is to play it yourself – games are rather unique in this aspect.
41. “In games, your purpose is aligned with your tasks by design.”
42. “Games inspire critical thinking.”
44. “The best motivator and mood elevator of all is progress.” When people feel like they’re making rapid improvement at work they become happier and more driven to succeed.
46. Games allow – no, encourage – us to take risks, and we feel safe in doing so within the game environment. By taking these risks we learn faster, more comfortably – safe in the knowledge we can always restart and try again. If there is no ‘safety net’, so to speak, then we are less likely to step out of our comfort zone and try new, possibly risky, things.
63. People are likely to respond badly to ‘forced’ play that puts corporate priorities first – the beginnings of which are loyalty programs and such. This simply turns what should be play into work.
65. “Predictable rewards, like a free gift with purchase, simply become expectations.” People react better to variable rewards, surprise ones.
65. “The presence of a stated reward confuses us about why we are doing something.” Again, rewards can turn play into work. If we are always searching for the extrinsic values, we may miss out on the intrinsic value of the exercise.
REF: Dignan, A. (2011). Game frame : using games as a strategy for success. New York: Free Press.