Corporate Digital Learning

Chapters 4 › Unit 4: Gamification for Martina! View instructions Hide instructions

Gamification for Martina!

Do you remember Martina from chapter 2?

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You already defined her learning objectives.
You helped her create a culture of learning.
Now it is time, to think about gamification for her online training and learning. How can you add game elements and motivate her in her learning journey?

Need some inspiration for this journal exercise?

1) Article by John Hagel and John Seely Brown on how the online game World of Warcraft can help promote innovation - even on the job.

2) Knowledge@Wharton writes about how to use gamification in the health care sector in this article published on business insider.

3) Remember the example in our main material from HP? Here is the article by Chanin Ballance to read up upon their case.

4) is a Volkswagen initiative that wants to show how easy it is to support and engage people in simple tasks such as bottle recycling or respecting the speed control.

5) Or watch this video by Khan Academy, explaining some of their gamification elements on their platform:

Video by CenterScene

We are excited to see how we can all help Martina out.

Gamification for Martina


Anybody knows a single player game that's fun? I sure don't. So I am determined to not only let Martina play.
First of all, it's great to see how much effort HP could put into helping their sales staff learn, but it doesn't really make sense for Martina. I also believe that leadership learning should be in accordance with company culture, so I would not necessarily sign her up for an of-the shelf serious game on leadership - unless I want to beta-test it for company-wide use anyway.

In my last journal entry, I already came up with the idea of Martina and her team committing to leaning goals together, and whoever does not reach the weekly goal, pays some money into a shared piggybank later used for a team outing. From the cultural perspective, I still like the idea of going out together more than awarding badges instead.
I also already wrote about the idea of sharing responsibility for monitoring certain publications among the team, and encourage all team members to share interesting articles / information to improve learning of the other team members. This, of course, can be easily modified. Martina's team may have team members with different levels of experience. So maybe the junior members get to monitor one type of publication (say, industry magazins and their online channels) while the more senior team members are "allowed" to monitor customers and their competitors, and Martina monitors the competitors of their company. So we already have three "levels", and Martina can "promote" juniors to level two, or decide to delegate her monitoring activities during her absence, which can be perceived (and treated by her while delegating) as an honor badge.

Articles, videos and other types information shared can be rated in the weekly team meeting, and the "best find" can be voted for and awarded either a badge as a continual competition or a "find of the week" challenge cup (or nice gimmick) which sits on the finders desk for the next week. (Badges can be tracked as stickers on paper, and Martina can hand out small rewards for every 5 reached, chocolate treats or similar).

If Martina wants to challenge only herself, she can sign up for degreed and let them do the rewards....


about 1 year ago

These are good ideas because they have the virtue of pulling the team members up by giving each one responsibility for learning. My intuitive understanding was that Martina was a little afraid to show her team members (former colleagues) that she was not completely comfortable in her new role as manager. How would you go about involving the team in Martina's development as a manager? (I think it is possible but a lot depends on the company culture and on how crucial it is for Martina to succeed).

about 1 year ago

Hi Jocelyn,
sorry if my journal entry is a bit disconnected - I elaborated first steps on the previous entries but did't feel a gamification element would add to it, so I skipped that on this entry.
I also understand Martina is reluctant to lead, but I think she has to leave her comfort zone asap, and the only way of really learning to lead is doing it. As she has not really let the team after taking the leadership role (and in my understanding, for quite some time), I do not see any way around alerting team members to upcoming changes - after not being actively led for a couple of month, they should see the difference quite clearly.
So at this point, "my" Martina has taken the first few days of leadership training ( I signed her up for a training that takes part one day per month, learning how to do certain things, like clear expectations, delegate, set goals, - try out to do that and report experiences back to the class next month, to share how it worked out, and work out on how to do things differently, and how others did.) So she also has talked to her team about ground rules and expectations, and alerted them to the fact that there will be some changes coming up. She also set out to do the same thing with her boss, as I had the feeling that she is not very clear on what is expected of her, and really needs to understand what she will be measured on (I assume it is not doing the same job as previously plus "paperwork").
So basically, Martina has taken the first steps already. Delegating the monitoring was her first try to delegate part of her tasks (as I did't have a to clear understanding, I made that up) - so she was prepared to do that by the training she took, and had the opportunity to reflect. And the social learning approach is kind of her first real leadership project and accompanied by a coach (preferedly the leadership trainer), to establish a culture of learning.
So I hope at this point, Martina should already be more confident in her leadership role, and able to not only share that she is learning something, but also ask her team members about what they feel they need to improve or want to learn. (Again, prepared how to do that in training and coaching). Knowing that her team also sees areas for improvement for themselfes should in return make Martina more comfortable with sharing her learnings.

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