Journal of Gaming & Virtual Worlds - Volume 6, Issue 2, 2014

By making work seem more like leisure time, gamification and corporate training games serve as a mechanism for solving a range of problems and, significantly, of increasing productivity. This piece examines the implications of gamification as a means of productivity gains that extend Frederick Winslow Taylor’s principles of scientific management, or Taylorism. Relying on measurement and observation as a mechanism to collapse the domains of labour and leisure for the benefit of businesses (rather than for the benefit or fulfilment of workers), gamification potentially subjugates all time into productive time, even as business leaders use games to mask all labour as something to be enjoyed. In so doing, this study argues, the agency of individuals – whether worker or player – becomes subject to the rationalized nature of production. This rationalization changes the nature of play, making it a duty rather than a choice, a routine rather than a process of exploration. Taken too far or used unthinkingly, it renders Huizinga’s magic circle into one more regulated office cubicle.

Gamification is often promoted as a user-centred initiative, engaging and motivating the alienated masses. Yet is such rhetoric reinforced by the design of these programmes? By incorporating a diverse suite of theoretical frameworks that accounts for the social, cultural and psychological effect of design features, this article argues that gamification too often invokes organization-centred design, treating users as zombies: senseless mechanisms urged onwards by a desire for extrinsic rewards. Gamification still often fails to acknowledge the user’s context and innate psychological needs. This can be accomplished in practice through an incorporation of motivational psychology and a concurrent shift towards user-centred design, accounting for the situatedness of the participant. Further, this article claims that for gamification to reach its full, radical potential, it must not only transform the way the user is evaluated and rewarded but also the activity the subject is tasked with performing.

Gamification as the process of turning extra-ludic activities into play can be seen in two different ways: following Bataille, we would hope that play could be a flight line from the servitude of the capital-labour relationship. Following Adorno and Benjamin, however, we might discover that the escape from the drudgery of the worker leads to an equally alienating drudgery of the player. I argue that gamification might be seen as a form of ideology and therefore a mechanism of the dominant class to set agenda and to legitimize actions taken by this very class or group. Ever since the notion of gamification was introduced widely, scholars have suggested that work might be seen as a sort of leisure activity. This article analyses the controversial dialectics of play and labour and the ubiquitous notion of gamification as ideology.

Gamification currently faces several contentious issues when deployed in the enterprise to improve productivity, organizational transformation or innovation. Early experiments show that gamification can create value; however, there are significant limitations within gamification design practices that can actually destroy value. The objective of this article is not to ascertain the appropriateness or effectiveness of enterprise gamification but to provide a constructive criticism of its applications and propose a conceptual design framework and process. A cornerstone of this framework is the utilization of values-conscious design to ensure a more human-based and ethical approach to gamification design that can potentially produce more responsible and sustainable results.

America’s Army, the official and free downloadable US Army video game franchise, has been continually updated with new versions for the past twelve years. Formerly managed out of the Office for Economic and Manpower Analysis (OEMA) at West Point, it has been an immersive, interactive advertisement for the Army, resting its rationale within in a military desire to recruit in a cost-effective way a new kind of ‘talented’ soldier. This reflects a military desire to, in the words of an OEMA publication, ‘move the Army beyond personnel management to talent management’. Drawing on a 2009 interview with OEMA director Colonel Casey Wardynski (retired), I argue that America’s Army has been primarily oriented towards recruiting the labour of a new kind of post-Fordist soldier – one who is part of the growing mass of immaterial labourers who can be identified as ‘the cognitariat’.

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