How to make project rollouts easier using gamification

If you have been following my recent posts about employee gamification, you know that we have been talking about how Change is Hard and that the most effective way to motivate people to adopt change is to address WIIFM (what’s in it for me?) from the employee’s perspective.

In the last post I discussed how to use gamification to improve the adoption of a single app. In this post I am going to talk about how you can use gamification to facilitate larger project rollouts and change management initiatives.

In the traditional approach for managing change – and I’m sure you’ve done this umpteen times already – you identify the business process and behavior changes; you communicate what you expect users to do in the new world; you conduct some training and then roll it out.

This works – sometimes – and to varying degrees of success.

The whole equation changes when we think about applying a gamified approach to the change process. 

First, instead of explaining why it is important for the company to do the project, you reframe the discussion to be about why it is good for the employees to participate in the project – WIIFM (what’s in it for me).

Then, instead of telling your users what they have to do and when, you tell them that the project is going to be like playing a game. You explain the rules of the game – the objectives, the game play, and what they can win. Do it right and they’ll figure out what they have to do in order to win.

Its all about WIIFM. Why should they want to participate? Because in the end they stand to gain something. Something that is valuable to them.

One of the most important aspects of a gamified approach to change management is in the metrics. Traditionally when we design a system we focus on how to get the job done as efficiently as possible. Now, in a gamified world, we also measure how our employees actually use the systems. We measure user stats – decisions they made, transactions they completed, how long it took to reach goals, etc. Just like we track customer behaviors on our e-commerce sites – we now track employee behaviors on our internal employee-facing sites.

And with that data, we now have the ability to track how well our systems are actually being adopted. So that we can adjust our rollout strategies to keep our projects moving forward.

Stuart Silverman

About The Author

Stuart Silverman has designed, installed and marketed the full spectrum of systems used to provide competitive edge for retail organizations.

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