Spätestens mit der New Economy Ende der 90er hielten spielerische Elemente Einzug in die Arbeitswelt – und sei es der sprichwörtliche Kicker. Heute gleichen Büros von Agenturen, Startups und Webunternehmen wie Google oft Spielplätzen für Erwachsene. Einer aktuellen Umfrage in Großbritannien zufolge sind 80% von Managern überzeugt, dass solche entspannten Umfelder Mitarbeiter motivieren können. Bei genauerem Hinsehen erschöpft sich "spielerisches Design" jedoch oftmals in bunten Farben und runden Formen. Dieser Vortrag beleuchtet, was wirklich spielerische Bürogestaltung bedeuten kann, wie es Arbeit und Psyche beeinflusst – und ob sich Spiel durch Gestaltung überhaupt vorschreiben lässt.
9. 80%
new chapter
der befragten Manager (FMCG, UK)
meint, spielerische Büroumgebungen
fördern Motivation von Mitarbeitern.
relaxed office environments: fad or future? (2014)
10. 91%
new chapter
der befragten Manager (FMCG, UK)
meint, spielerische Büroumgebungen
fördern Teamwork.
relaxed office environments: fad or future? (2014)
11. 70%
gartner
der Global 2000 Unternehmen haben
2014 wenigstens eine gamifizierte
Anwendung.
gartner news room (2011)
http://www.gartner.com/newsroom/id/1629214
19. »You might regard it as the
womb of the Institute.
It is kind of messy, but by God
it is procreative!«
lettvin faraday, MIT professor
zitiert in: »building 20: the procreative eyesore« (1991)
21. »I kept running into people that I
hadn’t seen for months. I’ve never
seen a building that promoted
collaboration and creativity as well
as this one.«
john lasseter, creative director, Pixar
zitiert in: »steve jobs« (2011)
51. »n. Any institutionally-created, operated, or controlled environment in
which participants are lured in either by mimicking pre-existing open or
naturally formed environments, or by force, through a system of
punishments or rewards.
n. Any system or environment that repulses a target user due to it’s
closeness to or representation of an oppressive or overbearing
institution.
n. A situation in which an authority figure or an institutional power
forces those below him/her into social or quasi-social situations.«
Jared M. Stein
defining creepy tree house (2008)
52.
53. »Set up a playground for the children in each
neighborhood. Not a highly finished playground, with
asfalt and swings, but a place with raw materials of
all kinds—nets, boxes, barrels, trees, ropes, simple
tools, frames, grass, and water—where children can
create and re-create playgrounds of their own.«
christopher Alexander
a pattern language (1978: 369–370)
59. »Players navigate a possibility space by their
choices and actions; every player’s path is unique.
Games cultivate – and exploit – possibility space
better than any other medium. ... We're invited to
create and interact with elaborately simulated
worlds, characters, and story lines.«
will wright
dream machines (2006)
http://www.businessweek.com/magazine/content/11_17/b4225060960537.htm
60. »So when designing tools for
play, underspecify!«
Kars alfrink
a playful stance (2008)
http://www.businessweek.com/magazine/content/11_17/b4225060960537.htm
prinzip
#2
68. »Its ‘temporary nature’ permitted its occupants to
abuse it in ways that would not be tolerated in a
permanent building. If you wanted to run a wire from
one lab to another, you didn’t ask anybody’s
permission — you just got out a screwdriver and
poked a hole through the wall.«
paul penfield, MIT Professor
mit’s building 20: the magical incubator 1943–1998 (1997)
http://www.businessweek.com/magazine/content/11_17/b4225060960537.htm
69. »If you walk around downstairs in the animation
area, you’ll see that it is unhinged. People are allowed
to create whatever office they want. One guy might
build a front that’s like a Western town. Someone
else might do something that looks like Hawaii…
John believes that if you have a loose, free kind of
atmosphere, it helps creativity.«
bard bird, autor & regisseur, »ratatouille«
zitiert in »steve jobs« (2011)
http://www.businessweek.com/magazine/content/11_17/b4225060960537.htm
70.
71.
72.
73.
74. abenteuerspielplatz büro?
ein möglichkeitsraum
Rearrangierbare Räume
Rearrangierbare, rekombinierbare Einrichtung
Manipulable, wegwerfbare Einrichtung
Bring your own device/stuff
unterspezifiziert
Lizenz zum unbeobachteten Herumspielen
Ermutigung zum unbeobachteten Herumspielen
77. »De Man cites the case of one worker who wrapped
13,000 incandescent bulbs a day; she found her outlet
for creative impulse, her self-determination, her meaning
in work by varying her wrapping movements a little
from time to time. ... Like the light bulb wrapper, I did
find a ›certain scope for initiative,‹ and out of this slight
freedom to vary activity, I developed a game of work.«
donald f. roy
banana time (1960)
http://www.businessweek.com/magazine/content/11_17/b4225060960537.htm
88. »Fun is just another
word for learning.«
Raph Koster
a theory of fun for game design (2005)
89. »Fun from games arises out of mastery. It
arises out of comprehension. It is the act of
solving puzzles that makes games fun. With
games, learning is the drug.«
Raph Koster
a theory of fun for game design (2005)
90.
91.
92. »An understanding of human motivation
requires a consideration of innate
psychological needs for competence, autonomy,
and relatedness.«
Edward Deci, Richard Ryan
the what and why of goal pursuit (2000)
93. »An understanding of human motivation
requires a consideration of innate
psychological needs for competence, autonomy,
and relatedness.«
Edward Deci, Richard Ryan
the what and why of goal pursuit (2000)
94. »This pattern is what we call the progress
principle: of all the positive events that
influence inner work life, the single most
powerful is progress in meaningful work.«
Teresa M. Amabile
the progress principle (2012: 76)
95. »Truly effective video game designers know how
to create a sense of progress for players within all
stages of the game. Truly effective managers know
how to do the same for their subordinates.«
Teresa M. Amabile
the progress principle (2012: 88)
98. »It is an invariable principle of all play, that
whoever plays, plays freely. Whoever must
play, cannot play.«
James P. Carse
finite and infinite games (1986)
99. »An understanding of human motivation
requires a consideration of innate
psychological needs for competence, autonomy,
and relatedness.«
Edward Deci, Richard Ryan
the what and why of goal pursuit (2000)
100. »An understanding of human motivation
requires a consideration of innate
psychological needs for competence, autonomy,
and relatedness.«
Edward Deci, Richard Ryan
the what and why of goal pursuit (2000)
104. psychisch
funktional
basis
Jacqueline Vischer, “Designing the work environment for worker health and productivity”, 2003
105. theorie
#2
neue technik
technikdeterminismus
neues
magie verhalten
106.
107.
108. Prinzipien hinter dem Agilen Manifest
5. Errichte Projekte rund um motivierte Individuen. Gib ihnen das
Umfeld und die Unterstützung, die sie benötigen und vertraue darauf,
dass sie die Aufgabe erledigen.
11. Die besten Architekturen, Anforderungen und Entwürfe entstehen
durch selbstorganisierte Teams.
109.
110.
111.
112.
113.
114. »There are reasons that this company has a higher turn over of
staff than a call centre. ... A lot of micro management, big
teams and knee jerk copycat change of directions often mid
sprints. Frequent prolonged crunch mode has resulted in low
quality software and bad company vibe. Partly due to
unrealistic hard deadlines pulled out of a woolly hat. A fear of
failure postpones or cancels most releases. ... No, I would not
recommend this company to a friend«
anonymous current employee
glassdoor (2014)
129. »It is the nature of a fun community to care
more about the players than about the game. ...
We are having fun. We are caring. We are safe
with each other. This is what we want.«
Bernie de Koven
the well-played game (1978: 19-20)
131. Ich lasse dich
nicht fallen.
Ich sage dir, wenn
es zu viel ist.
… braucht und fördert vertrauen
http://www.flickr.com/photos/lucianvenutian/439410200
132. arbeit spiel
Fremdbestimmt Selbstbestimmt
Mittel zum Zweck Selbstzweck
Folgenreich Folgenlos
Durchreguliert Offen
Sorge um Ergebnis Sorge umeinander
Motivation dient Funktion Funktion dient Motivation
133. arbeit spiel
spielerische arbeit
Fremdbestimmt Selbstbestimmt
Autonomieorientiert
Mittel zum Zweck Selbstzweck
Lern- & qualitätsorientiert
Folgenreich Folgenlos
Risikofreudig,
scheiternsbereit
Durchreguliert Offen
Offen, vertrauensbasiert
Sorge um Ergebnis Sorge umeinander
Sozial orientiert
Motivation dient Funktion Funktion dient Motivation
Wertorientiert