Ask Agger, CEO, Workz This presentation was given at the 2017 Serious Play Conference, hosted by the George Mason University - Virginia Serious Play Institute. From learning to doing: how can behavioral design help us make better games, and how games can be used in behavioral design? In enterprises all our learning, development and change activities are about changing behavior. If new knowledge, skills and insights doesn’t translate into ordinary work day behavior they are a lost investment. It only matters what we actually do and gets done. In this session, we draw on inspiration from behavioral economics and behavioral design when we look at how complex organizations can use game-based approaches to improve their ability to transfer learning and training efforts into tangible behavioral changes. Through insightful cases from global organizations we try to identify how can behavioral design help us make better games for change and learning, and how games can be used as an accelerator in behavioral design. Ask Agger is author of Third Generation Storytelling (“Medfortæller” in Danish) and one of the contributor to the new book “Behavioural Design” (“Adfærdsdesign” in Danish), which was published in February 2017 with contributions from leading practitioners and researches in the field.

1. FROM LEARNING TO DOING
Ask Agger
Serious Play Conference, July 19, 2017

2. HOW CAN BEHAVIORAL DESIGN
HELPS US MAKE BETTER GAMES?
AND HOW CAN GAMES BE USED
IN BEHAVIORAL DESIGN?

18. Workz A/S © 2017

19. Workz A/S © 2017

20. Workz A/S © 2017
Workz A/S © 2017

21. MY POINT OF DEPARTURE…

22. Most organizations are embarrassing bad at
handling change and transformations:
Workz A/S © 2017
• 74% of change projects are unsuccessful.
• 15-30% of change projects are complete waste.
• Amongst the senior executives that are being
replaced, one third is replaced due to
unsuccessful transformation initiatives (not due
to lack of strategy).
• At the state of completion most transformation
initiatives has replaced senior management
(Program Lead as well as Steering Committee
executives) 2-3 times.
Sources: McKinsey & Co Global Survey, IBM, Fortune, Deloitte Research etc.

23. In the end all our learning, development and
change activities are about changing
behavior.
If new meaning, knowledge, wisdom and
skills doesn’t translate into ordinary work
day behavior they are a lost investment.
It only matters what we actually do and gets
done.
Workz A/S © 2017

24. The question:
Why are we, as individuals and organizations, so
bad at turning good intentions, knowledge and
learnings into real life changes in behaviors?
Workz A/S © 2017

25. Behavioral science’s answer:
Because this is how we
have been designed!
Workz A/S © 2017

28. BEHAVIOURAL DESIGN

30. EVOLUTION HAS DESIGNED US TO BE:
Workz A/S © 2017
1. CONSERVATIVE
We stick to the behaviour that we know best (and which has
insured our survival in the past).

31. POLITICS MAKES US BAD AT MATH
Workz A/S © 2017
were more likely to get worse than those who
didn’t.”
The two versions of the skin-treatment treat-
ment problem differed only with respect to which
result the experiment supported. The numbers in
the 2x2 contingency table were kept the same, but
the labels at the tops of the columns—“Rash got
of outcomes in the upper left cell to the number in
the upper right one (“1 vs. 2”). The other (“1 vs. 3”)
involves comparing the numbers in the upper left
and lower left cells (Wasserman, Dorner & Kao
1990).
Figure 3. Experimental conditions. Subjects were assigned to one of four conditions. The conditions are identified by labels
(A)-(D) in a manner that indicates the result or outcome of the experiment that is most supported by the data contained in the rele-
vant table. The correct interpretation of the data was manipulated by varying the result specified by the headings above the columns.
were more likely to get worse than those who
didn’t.”
The two versions of the skin-treatment treat-
ment problem differed only with respect to which
result the experiment supported. The numbers in
the 2x2 contingency table were kept the same, but
the labels at the tops of the columns—“Rash got
the upper right one (“1 vs. 2”). The other (“1 vs. 3”)
involves comparing the numbers in the upper left
and lower left cells (Wasserman, Dorner & Kao
1990).
Figure 3. Experimental conditions. Subjects were assigned to one of four conditions. The conditions are identified by labels
(A)-(D) in a manner that indicates the result or outcome of the experiment that is most supported by the data contained in the rele-
vant table. The correct interpretation of the data was manipulated by varying the result specified by the headings above the columns.
in cream,
served in
and how
al period.
x2 contin-
o indicate
in cream
hose who
kin cream
hose who
ent treat-
to which
umbers in
same, but
“Rash got
treatment and the two outcomes, a necessary ele-
ment of causal inference that confounds even many
intelligent people (Stanovich 2009; Stanovich &
West 1998).
Based on previous studies using the design re-
flected in this experiment, it is known that most
people use one of two heuristic alternatives to this
approach. The first involves comparing the number
of outcomes in the upper left cell to the number in
the upper right one (“1 vs. 2”). The other (“1 vs. 3”)
involves comparing the numbers in the upper left
and lower left cells (Wasserman, Dorner & Kao
1990).
Behavioural Public Policy 12
Figure 7. Predicted probabilities of correctly interpreting data. Density distributions derived via Monte Carlo simulation from
regression Model 3, Table 1, when predictors for Conserv_Repub set at -1 SD and +1 SD for “Liberal Democrat” and “Conservative
Republican,” respectively, and numeracy set at 3 and 7 for “low numeracy” and for High numeracy, respectively (King, Tom & Wit-
tenberg 2000).
0 1 2 3 4 5 6 7 8 9 1 0 1 2 3 4 5 6 7 8 9 1
0 1 2 3 4 5 6 7 8 9 1
HighnumeracyLownumeracy
Skintreatment
Gunban
probability ofcorrect interpretation of data probability ofcorrect interpretation of data
rashdecreasesrashincreases
rashdecreases
rashincreases rashdecreases
rashincreases
rashdecreases
rashincreases
crime increases
crime decreases
crime increases
crime decreases
crime decreases
crime increases
Liberal Democrat (-1 SD on Conservrepub) Conservative Republican (+1 SD on Conservrepub)
low numeracy = 3 correct/ high numeracy= 7 correct
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
crime decreases
crime increases
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probabilityofcorrect interpretation ofdata
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability ofcorrect interpretation of data
Source: Dan M. Kahn, Ellen Peters, Erica Cantrell Dawson & Paul Slovic: Motivated Numeracy and Enlightened Self-Government.

32. EVOLUTION HAS DESIGNED US TO BE:
Workz A/S © 2017
1. CONSERVATIVE
We stick to the behaviour that we know best (and which has
insured our survival in the past).
2. IRRATIONAL
Only a limited part of our behaviour is based on rational and
conscious choices. We run on autopilot. Our willpower is a
limited resource.

33. JUDGES MAKE DECISIONS WITH THEIR STOMACHS
Source: Daniel Kahneman

34. FAST AND SLOW THINKING
Source: Daniel Kahneman

35. EVOLUTION HAS DESIGNED US TO BE:
Workz A/S © 2017
1. CONSERVATIVE
We stick to the behaviour that we know best (and which has
insured our survival in the past).
2. IRRATIONAL
Only a limited part of our behaviour is based on rational and
conscious choices. We run on autopilot. Our willpower is a
limited resource.
3. DELUSIONAL
We are great at convincing ourselves and others that our choices
and behaviours are rational and intentional.

36. WE LIE TO OURSELVES TO FEEL IN CONTROL
Workz A/S © 2017Spource: Daniel Kahneman

37. MY SUSPICION:
• Our approach to management, HR and training
is still mainly founded on the illusion of
“economic man”.
• We are highly optimistic (or delusional) when it
comes to our belief in our power to act like we
intend.
• Internally, our organizations are not designed
to support behavioural change.
Workz A/S © 2017

38. How can complex organizations improve their
ability to transfer learning and training efforts
into tangible behavioral changes?
Workz A/S © 2017

39. NEW BEHAVIOUR = MOTIVATION x ABILITY x TRIGGER
ABILITY
Source: BJ Fogg
High
Low
Hard Easy
MOTIVATION
TRIGGERS
Workz A/S © 2017

41. HOW CAN BEHAVIORAL DESIGN
HELPS US MAKE BETTER GAMES?
AND HOW CAN GAMES BE USED
IN BEHAVIORAL DESIGN?

42. HOW CAN BEHAVIORAL DESIGN HELPS US MAKE BETTER GAMES?
1. Remind us to focus on behavioural changes instead
of only new knowledge or skills.
Workz A/S © 2017

43. SAFETY CULTURE AND BEHAVIOUR
Workz A/S © 2017
Workz A/S © 2017

44. HOW CAN BEHAVIORAL DESIGN HELPS US MAKE BETTER GAMES?
1. Remind us to focus on behavioural changes instead
of only new knowledge or skills.
2. Help us to distinguish between influencing
motivation, ability or triggers. Most learning games
lack any connection to triggers.
Workz A/S © 2017

45. BOOSTING MOTIVATION
Workz A/S © 2017
Workz A/S © 2017

46. HELPING EVERY DAY DECISION MAKING
Workz A/S © 2017
Workz A/S © 2017

47. HOW CAN BEHAVIORAL DESIGN HELPS US MAKE BETTER GAMES?
1. Remind us to focus on behavioural changes instead
of only new knowledge or skills.
2. Help us to distinguish between influencing
motivation, ability or triggers. Most learning games
lack any connection to triggers.
3. Emphasise the importance of balancing the level of
stress and complexity during game-play.
Workz A/S © 2017

48. GETTING INTO THE POOL
Workz A/S © 2017
Workz A/S © 2017

49. HOW CAN BEHAVIORAL DESIGN HELPS US MAKE BETTER GAMES?
1. Remind us to focus on behavioural changes instead
of only new knowledge or skills.
2. Help us to distinguish between influencing
motivation, ability or triggers. Most learning games
lack any connection to triggers.
3. Emphasise the importance of balancing the level of
stress and complexity during game-play.
4. Provides a toolset for optimising (“manipulating”) the
training experience, especially regarding group
dynamics.
Workz A/S © 2017

50. HANDLING THE DOMINANT ALPHAS
Workz A/S © 2017
Workz A/S © 2017

51. HOW CAN GAMES BE USED IN BEHAVIORAL DESIGN?
Workz A/S © 2017
1. Gameplay can provide a “safe space” that can stimulate
System 2 reflection.

52. WE ARE ONLY PLAYING…
Workz A/S © 2017
Workz A/S © 2017

53. HOW CAN GAMES BE USED IN BEHAVIORAL DESIGN?
Workz A/S © 2017
1. Gameplay can provide a “safe space” that can stimulate
System 2 reflection.
2. During gameplay shifting perspectives can help us
overcoming a number of critical decision-making biases.

54. UNDERSTANDING PUTIN
Workz A/S © 2017

55. HOW CAN GAMES BE USED IN BEHAVIORAL DESIGN?
Workz A/S © 2017
1. Gameplay can provide a “safe space” that can stimulate
System 2 reflection.
2. During gameplay shifting perspectives can help us
overcoming a number of critical decision-making biases.
3. There is a large potential in the ability to stage
learningful mistakes and failures.

56. DIGITAL TRANSFORMATION LAB
Workz A/S © 2017
Workz A/S © 2017

57. HOW CAN GAMES BE USED IN BEHAVIORAL DESIGN?
Workz A/S © 2017
1. Gameplay can provide a “safe space” that can stimulate
System 2 reflection.
2. During gameplay shifting perspectives can help us
overcoming a number of critical decision-making biases.
3. There is a large potential in the ability to stage
learningful mistakes and failures.
4. Gameplay can be used to introduce a new language and
shared references that can impact everyday culture and
collaboration.

58. FALLING OF THE BUS…
Workz A/S © 2017
Workz A/S © 2017

59. HOW CAN GAMES BE USED IN BEHAVIORAL DESIGN?
Workz A/S © 2017
1. Gameplay can provide a “safe space” that can stimulate
System 2 reflection.
2. During gameplay shifting perspectives can help us
overcoming a number of critical decision-making biases.
3. There is a large potential in the ability to stage
learningful mistakes and failures.
4. Gameplay can be used to introduce a new language and
shared references that can impact everyday culture and
collaboration.

60. AND REMEMBER,
GAME-BASED LEARNING IS NOTHING NEW…

66. • We are looking for business schools
in the US who are interested in
including our leadership simulations
in the executive and MBA programs.
Appreciate any help to making this
happening.
• We are searching for medium-sizes
American consultancies that works
with leadership training who could
be interested in using our leadership
simulations with their clients. Please
help us connect with the right
people.
• If you ever visits Copenhagen come
by for lunch J
THREE REGUESTS
Workz A/S © 2017

67. Ask Agger
aa@workz.dk
@askagger
www.workz.dk