How To Break Anything

Innovation + experience-minded design strategy. The pieces of a working model for understanding culture + change in an increasingly complex world.

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      13 Dec 2010

      Defining 'epic' through the idea of the Epic Win, points vs strategies

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      I was recently asked to describe and define the concept of "epic." While there are many ways to approach this idea, I first thought of the notion of the Epic Win, likely because of my background playing online games on Xbox Live. I spent a lot of time doing this. Before long, it was crystal clear that what I liked most about online gaming was simply that it gives plenty of opportunites to completly and intelligently outsmart another human. There were certainly ranks and leaderboards and all the classic mechanics in games like Halo, the Splinter Cell series and Rainbow Six 3. But all of that was just filler around the core prospect of facing another thinking being that is constrained by the same set of rules, and understanding the rules (and their implications) deeply enough that victory over opponents became a triumph of wit and resourcefulness.

      An Epic Win coincided often but not always with what the game developers had defined as wins and losses, and was even less related to any visible system of points and rewards. This was most evident in my favorite of the series of games mentioned above - Splinter Cell. The multiplayer element of Splinter Cell (when I was most interested in it) was played between two teams of two players, each side with conflicting goals and related but counterbalanced stregnths/weaknessess. Think of it like "gun-toting brute mercanaries" vs "stealthy, ninja-like spies." This counterbalance took shape in the use of different tools that each side had at it's disposal - environments were almost always very dark and the spies could activate nightvision goggles, but the mercenaries could switch to goggles that visualized electromagnetic frequencies (making any spy using their goggles or any other quipment look like a christmas tree). Mercenaries had sonar equipment running in the background of their heads-up display that notified them of any noise or movement, but spies could employ devices that made artificial noise to throw them off. Spies were fast, but the mercenaries had guns. And so forth.

      Because of this defined complexity, wins in Splinter Cell were almost always epic. In order to reach your goal you had to genuinely outsmart your opponent. The game was built so that each player had many different tools to use along the many routes to the multiple goals; no one combination of the above was ever best in more than one or two conditional permutations. By 'conditional permutations' I mean to express a fundamental truth about what makes a game worth playing:

      Games are about strategies, not points. Strategies lead to points, but points are just the tangible representation of one's choice in strategies. Strategies exist when one has multiple methods with which to collect points, and must choose what they assess will result in the greatest reward. Thus what makes competition fun is not necessarily that you have more points than another player; a competition is fun because you have chosen a strategy that is better than another player's strategy.

      Consider a path where at certain points you are asked a trivia question, which if you get correct you earn 5 points. You could call it a game if you had many people go down this path, and at the end the winner was whoever had the most points, but this doesn't feel much like a game.

      Consider now that at the halfway point there is a fork that splits the path into three, and each of these new options has the potential to win you more or fewer points, depending on various conditions that could be assessed with a little thinking beforehand. This feels more like a game. Winning is no longer about just collecting stuff (points), rather it is now more about assessing conditions and making better decisions accordingly.

      I used to joke about it a lot when playing online games, but what makes a win epic is that it allows you to prove you are smarter than others. This is probably one of those points where you shouldn't get your game design/motivation advice from the self-centered, but it's a deeply satisfying and validating feeling. The ability to collect stuff does not satisfy this; in fact this is one of the reasons leaderboards are only motivating in a very specific, non-epic way.

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      24 Nov 2010

      Tangible/intuitive feedback, as illustrated by my broken jump rope

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      Img_8316
      Not too long ago I was thinking on how we're limited to acting only in response to tangible/intuitive change we see in the world [see: Epic Win: to-do lists as a game, and how feedback loops are critical to motivation].

      Just this morning roommate brought up the fact that he's been using Epic Win, to which I responded in all seriousness: "oh yeah, I've been thinking of using that."

      I then went out to go jump rope, and had to come back in early because my rope finally broke from wear over the years. 

      I couldn't help but satisfyingly think to myself, "hmm. Talk about tangible feedback." 

      A timely occurrence to help explain what I mean when I say 'tangible/intuitive.' The idea is that when you're jumping rope, you're performing an action that doesn't necessarily manifest itself in something you can intuitively see. The rope is indeed wearing down, but as far as our limited visual capacity is concerned, nothing is happening. The same goes for the weight one loses, of course. We need things like scales and body-measuring tape to make the results more tangible. That, or we feel compelled to craft a system that turns chores that seem like work into numbers and points that seem manageable.

      We're limited to acting only in response to tangible/intuitive change we see in the world. In the case of evaluating the impact of our action (jumping rope) on the world, the reality of the world has indeed changed whether we can perceive it or not, we just need tools to turn that reality into numbers we can understand. Otherwise we feel like our action is a meaningless and uncomfortable waste of time ("why should I keep jumping rope/running/studying this book? I'm not getting anything out of it.").

      This is probably a good time to insert a favorite recent thought of mine, that reality is just reality, and it couldn't care less about what humans think about it. 

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      12 Aug 2010

      How immediate feedback drives the rise of game mechanics

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      Method Gaming for Behavior Change

      Design experience firm Method has been publishing a series of explorations in human-centered design called 10×10. The most recent installation, Gaming for Behavior Change captures insight into the nature of game mechanics, and how these mechanics engage individuals in ways that are important for all interaction designers to consider. Below are the four critical attributes of games the report covers, alongside my further insight on how these concepts impact design and behavior.

      Make it fun and entertaining. Nintendo’s Wii console engages people in exercise through a new and entertaining game experience. Exercise is a by-product of the experience, which is perceived as play rather than work. Nintendo effectively converted “no pain, no gain” into “have fun, will exercise.”

      Games are an abstraction of reality. As noted in our recent post How Gaming Can Change The World, this abstraction can be precisely what motivates and provides value to individuals. We traditionally think of ‘reality’ as inherently better than ‘gaming’; studies in cognitive science are discovering that this is not necessarily the case.

      Make it competitive for users. Nike+ is a small device that records the distance and pace of a walk or run. Nike+ also allows runners to meet and challenge other runners, ask questions, and give feedback.

      The emergence of social competition is fueled by the availability and sharing of personal data. When personal behaviors are translated into points and digital values, these can be easily tracked and shared and compared with others. The upcoming Epic Win to-do application translates otherwise mundane tasks into points and digital displays; we expect to see this idea evolve into individuals comparing and getting social value out of being the best “doer” among their networks.

      Make it visual. When Toyota began visualizing fuel consumption for drivers in their Prius models, they created a “fuel economy game,” allowing the driver to minimize gas usage with real time information.

      This concept speaks to the idea of “glance-able information” – the idea there is value to be created in making complex information easily understandable and accessible at-a-glance. Manifestations of this range from concept umbrellas like Materous’ Forecast, which gives off a colored glow based on your likelihood of needing it, to foursquare visualizations like Weeplaces that allow individuals to quickly understand their habits and react accordingly.

      Make it rewarding. Research shows that financial rewards are not effective at encouraging sustained, long-term behavior change. Rewards that create social value tied to a meaningful cause are more effective over the long term and have a greater likelihood of encouraging others to do the same.

      The reason rewards are important to motivating behavior is because we need to feel that the actions we will do in the world result in an intuitively linked reaction from the world – an idea sometimes expressed as the feedback loop. Because of the complexity of the world, it is often the case that our actions in reality don’t have any related impact on the world that we can intuitively infer. That is to say, that for simple actions like flipping a switch, we can intuitively see that a light will then come on, but it is less intuitive for us to see how doing something like going to the gym will result in any feedback – the end result takes shape only months or years later. Game mechanics like those captured in Epic Win provide that tangible, immediate feedback for actions that we would normally see no feedback from.

      Gaming for Behavior Change

      [this post originally appeared on psfk.com]

       

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      10 Aug 2010

      [weak signals] I Move You- microfitness built on expected reciprocity with friends

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      "The influence friends have over each other is ridiculously powerful—more than 50% of challenges get completed by both friends, even more if you're persistent! Let's use this opportunity to make each others' lives better (or at least more fun)."

      via imoveyou.com

      via weaksignals.posterous.com

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      Kyle Cameron Studstill
    • Obox Design
  • How To Break Anything

    Hello friends and collaborators. I deal in innovation, working to build fantastic experiences enabled by the digital world. As part of this I track cultural change, primarily through observations guided by models and filters calibrated over years to sort out the cream.

    These pieces of thoughts here reflect concepts that are elements of those models: ecosystem thinking, long-term value, information filters, and pattern recognition.

    ("How to break anything" is an abstract notion that reflects my background in observation and analysis. Rules are meant to be broken, but only through understanding the rules - observing them with an empathetic eye - can they be broken constructively.

    So how to break anything? Observe everything.

    [You can't observe everything so how do you know what to observe? That's another project that I call Filter Theory - see the About link above.])

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