Abstract
Collaboration is achieved by causality and feedback loops. Following the assumptions of the so called game mechanics or "the essential play activity performed again and again in a game" (Salen & Zimmerman, 2003: 316), the elements that have to do with feedback are: points, badges, leaderboards.
System thinking views the world as a series of interlocking connections. The smallest interconnection is a feedback loop. Games as functional systems have a causal effect. System thinking encourages viewing cyclical patterns instead of linear ones (Senge, 2006).
Different causality mechanisms work based on the motivation of the so called Bartle's players. Players may have multiple roles. However, there are four types of interactions: 1) achievers, where success/ reward is the motivating factor, 2) explorers, where information is the motivating factor 3) socialisers, where communication/empathy is the motivating factor, 4) competitors or killers, where desire to beat the other is the motivating factor.
This classification is similar to the four types of games, defined by French anthropologist Roger Caillois. The first type represents pure competition, the second-random result or luck, the third-role-playing, the fourth-the thrill from being in motion.
Game theory can influence serious games. Games are viewed as systems.
According to Katie Salen and Eric Zimmerman, a game is a system where "players engage in an artificial conflict, defined by rules that result in a quantifiable outcome" (Salen and Zimmerman 2003: 80). The interconnected elements of games, according to McGonigal are: 1) goal, 2) rules, 3) feedback, 4) voluntary participation (McGonigal 2011: 21).
Serious games are used to teach or train. They may involve a simulation of a problem in a scenario. Serious games are played both in the military and in the business environment. Zero-sum games are like competitive games, non-zero sum games are cooperative, involving learning. The paper will focus on serious games in the business environment. |
