(From O'Reilly Radar) We're hardwired to play games. We play them for fun. We play them in our social interactions. We play them at work.
That last one is tricky. "Games" and "work" don't seem like a natural pairing. Their coupling in the workplace either implies goofing off (the fun variant) or office politics (the not-so-fun type).
Dave Gray, Sunni Brown, and James Macanufo, co-authors of the upcoming book Gamestorming, have a different perspective. They contend that an embrace and understanding of game mechanics can yield benefits in many work environments, particularly those where old hierarchical models are no longer applicable.
In the following Q&A, Gray discusses the collaborative power of games and how they can cut through increasing workplace complexity.
What is Gamestorming?
Dave Gray: Gamestorming is a set of collaboration practices that originated in Silicon Valley in the 1970s and has been evolving ever since. It's an
approach that emphasizes quick, ad-hoc organization of teams so they can rapidly co-design and co-develop ideas. As my co-authors and I observed these practices, they seemed to look more like games than any other form of work we were familiar with. Hence the term "gamestorming."