Slides (mix of Dutch and English) I used for the seminar "Rules, ludic spaces, and experiential learning" at Nyenrode Business Universiteit on June 20, 2012.

1. Rules, ludic spaces, and experiential
learning
Jeroen van Bree
Annemieke Roobeek
Breukelen, 20 juni 2012

2. Wat kun je met deze kennis?
Waar wil je meer over weten?
Waarover heb je andere inzichten?

3. Augustus 2006_

4. The managerial relevance of
virtual worlds

9. nieuwe vormen van samenwerken

10. nieuwe vormen van kennisdelen

11. CSCW

12. Computer
Supported
Cooperative
Work

13. The social-technical gap: “the
great divide between what we
know we must support socially
and what we can support
technically”
-- Mark S. Ackerman, 2000

14. Don’t capture, but connect!

15. CSCW virtual worlds
work play
extrinsic motivation intrinsic motivation

16. Motivating factor Sources
Autonomy: a sense of control or Lepper & Malone 1987, Ryan, Rigby
volition & Przybylski 2006
Competence: mastery, a feeling of
Lepper & Malone 1987, Ryan, Rigby
effectiveness, a balance between
& Przybylski 2006, Koster 2005
skills and challenges
Relatedness: purpose, the feeling of Ryan, Rigby & Przybyiski 2006,
belonging and being part of Jakobsson & Taylor 2003,
something bigger than yourself Steinkuehler 2005, McGonigal 2011

17. april 2007_

21. MMOG

22. Massively
Multiplayer
Online
Games

24. Average age: 31_
31
32% women_
women
Hours played per week: 21_
source: Yee, 2010

25. 25

28. Desirable organizational
Organizing principle in MMO
attribute
Network forms of organizing Agility
Complementarities between players Collaboration
Reliable signals about player abilities Sensitivity
Meritocracy Talent and diversity management

29. Desirable organizational
Organizing principle in MMO
attribute
Network forms of organizing Agility
Complementarities between players Collaboration
Reliable signals about player abilities Sensitivity
Meritocracy Talent and diversity management

31. Any claim to the effect that the studied environment
fosters collaborative skills in general (...) runs a serious
risk of becoming hyperbolic
-- Bennerstedt, Ivarsson & Linderoth, 2012
The ‘transfer’ of a design element from a ‘play’ context
into another usage context likely does not necessarily
lead to the same motivational affordances
-- Sebastian Deterding, 2011

32. December 2007_

33. virtual worlds
games
game design

34. WORKSHOP
LEARNING
FROM GAMES
Call for Participation
Organizers:
Jeroen van Bree (Nyenrode Business Universiteit)
Marinka Copier (Universiteit Utrecht, Hogeschool voor de Kunsten Utrecht)
Proposed dates: 6 december, 11 december or 19 december
In recent years, digital games have received serious academic attention. One of the aspects
of games that has gained interest is the use of games as a learning environment, in educa-
tion as well as in corporate or institutional settings. This field has been labeled as serious
games.

35. Een interventie leidt via een of meerdere mechanismen
naar een uitkomst. In een bepaalde context.
interventie mechanisme(n) uitkomst
context
De ontwerper van de interventie
dient deze keten te begrijpen.
Deze keten vormt een voorschrift:
ook wel technological rule
genoemd (Van Aken, 2004)

36. design principle
design process
design attitude

37. organizational design

39. A primary danger in designing is overdesign. Designers
fail because they don’t know when to stop. The trick in
designing is to stop while the design still has life.
-- Weick, 2004
Minimally-structured organizations are those that have
been able to reach a paradoxical state where ample
freedom and strong control coexist.
-- Pina e Cunha & Vieira da Cunha, 2006

41. Juli 2008_

42. THE POWER OF PLAY
HOW GAME DESIGN CAN UPSET ORGANIZATIONS
JEROEN VAN BREE
Nyenrode Business Universiteit
THE POWER OF PLAY
THE POWER OF PLAY
HOW GAME DESIGN CAN UPSET ORGANIZATIONS
HOW GAME DESIGN CAN UPSET ORGANIZATIONS COPIER
MARINKA
Utrecht University
JEROEN VAN BREE
JEROEN VAN BREE
Nyenrode Business Universiteit
Nyenrode Business Universiteit ABSTRACT
MARINKA COPIER
MARINKA COPIER
To generate true innovation in organization design, there is a need to shift our view towards
Utrecht University
the future. Utrecht University this by studying game environments on the internet, and
We propose to do
especially the way they are designed. In this paper, we describe what sets game design apart
ABSTRACT
ABSTRACT
from other design disciplines and argue why it is a useful source of inspiration for
organizations. We present an approach for applying the lessons from game design to
To generate true innovation in organization design, there is aaneed to shift our view towards
To generate true innovation in organization design, there is need toprinciples, social mechanisms and an adapted
organization design, which involves design shift our view towards
the future. We propose to do this by studying game environments on the internet, and
the future. We propose togame design process.
do this by studying game environments on the internet, and
especially the way they are designed. In this paper, we describe what sets game design apart
especially the way they are designed. In this paper, we describe what sets game design apart
from other design disciplines and argue why ititis aauseful source of inspiration for
from other design disciplines and argue why is useful source of inspiration for
INTRODUCTION
organizations. We present an approach for applying the lessons from game design to
organizations. We present an approach for applying the lessons from game design to
organization design, which involves design principles, social mechanisms and an adapted
organization design, which involves design principles, social mechanisms and an adapted
The Need for New Organizational Designs
game design process.
game design process.
Currently we are experiencing circumstances that are unique in the history of organizational
INTRODUCTION
INTRODUCTION
life. Conditions such as the rapid introduction of new technologies, globalization and shifts in
demographics have been described in terms of a knowledge-based economy and the
The Need for New Organizational Designs
The Need for New Organizational Designs (Castells, 2000; Child, 2005). Many organizations are facing these conditions
network society

43. rule set
source: Van Mastrigt, Salen & Zimmerman

44. declarative content
rule set

45. game play
declarative content
rule set

46. Game Design
game play
rule set

47. Game Design
game play
rule set

48. Second-order Design
game play
test
minimal structure
adjust
rule set

49. To what extent can we apply the
game design process as a method
for organizational design?

50. Game Design
Process
1. Setting experience goals
set
experience
goals
2. Designing the core
mechanism
design
refinement
core
3. Building a representation of mechanism
the core mechanism (paper
prototype)
4. Testing the prototype and
adding rules
test
build paper
prototype
prototype
& add rules
5. Refinement

51. testing ground

52. September 2008_

53. Electief Behandel Centrum
- blank slate
- veel stakeholders
- vaststellen uitgangspunten

54. Explore the playing field

56. Explore the playing field
Brainstorm with the players

57. HUISWERK
De tweede workshop duurt 3 uur en kan plaatsvinden op 21
EBCWORKSHOP
oktober in de ochtend of 23 oktober in de middag. We hebben
hiervoor een ruimte nodig met een warme uitstraling, geschikt voor
20 personen, met een beamer en de mogelijkheid om iets aan de
muur te plakken.
We nodigen je uit om deel te nemen aan de EBC workshop.
★Nodig 1-2 vertegenwoordigers van de door jou geselecteerde Met deze workshop willen we een stap zetten in het ontwerp van
spelers uit voor de workshop. Dit moeten mensen zijn waarvan het het EBC. Dat willen we doen door een aantal belangrijke spelers
te verwachten is dat ze een rol gaan spelen in het EBC. Maak hierbij aan tafel uit te nodigen.
gebruik van de vooraf opgestelde uitnodiging.
De workshop zal worden begeleid door Marinka Copier van de
★Bedenk of achterhaal per speler 5 doelen en schrijf deze op de Universiteit Utrecht en Jeroen van Bree van de Nyenrode Business
doelstellingskaarten. Het gaat niet om de doelen van de Universiteit en is onderdeel van een onderzoeksproject over nieuwe
genodigde als persoon, maar om de doelen van de genodigde als manieren om organisaties te ontwerpen.
vertegenwoordiger van deze groep spelers. Voorbereiding is niet noodzakelijk.
Spelregels
Verboden woorden tijdens de gesprekken met de genodigden:
doel, computer, game en design.
Ook gerelateerde woorden zijn verboden!
★Maak als kernteam 1 presentatie van 5 minuten met als
onderwerp: hoe ziet het EBC er over vijf jaar uit? Deze
presentatie vormt de aftrap van de tweede workshop.
Spelregels
Maximaal 15 slides
Maximaal 15 woorden per slide
Onbeperkte hoeveelheid beeldmateraal
Vragen kun je stellen aan de spelleider: klaaswillemruis@gmail.com

60. Explore the playing field
Brainstorms with the players
Add rules
Build a paper prototype
Playtest behavior

62. Explore the playing field
Brainstorms with the players
Add rules
Build a paper prototype
Playtest behavior
Refine rule set

63. Het meta-ontwerp voor het
Electief Behandel Centrum
JEROEN VAN BREE
MARINKA COPIER
8 DECEMBER 2008

64. “De kunst is om het verfrissende van het spelelement
niet te veel leidend te maken en af te laten leiden van
het gericht aan de inhoud werken.
Maar het omgekeerde geldt net zo goed.
Eigenlijk zie je het gebeuren dat mensen zich inderdaad
niet meer druk maken over: wat zal de achterban
daarvan vinden als ik zoiets zeg? Nee, men is
gecommitteerd aan wat er op die tafel gebeurt en
levert daar frank en vrij een bijdrage aan.”

65. December 2008_

67. 13 October 2009
What can workplace
executives learn from
computer games?
Jeroen van Bree

68. Int. J. Organisational Design and Engineering, Vol. 1, Nos. 1/2, 2010 29
First International Workshop on Designing an organisational rule set: experiences of
using second-order organisational design in
Organizational Design and Engineering healthcare
Call for Papers
Jeroen van Bree*
Dates and Venue Strategy Centre,
Nyenrode Business Universiteit,
11 and 12 December 2009. P.O. Box 130, 3620 AC Breukelen, The Netherlands
E-mail: jeroen.van.bree@mac.com
Holliday Inn, Av. Antonio Jose d’Almeida, 28 A, Lisbon, Portugal *Corresponding author
Executive Chairs
Marinka Copier
Rodrigo Magalhães, Kuwait Maastricht Business School and Instituto Superior Tecnico, Technical University
of Lisbon, Portugal Faculty of Art, Media and Technology,
HKU Utrecht School of the Arts,
P.O. Box 2471, 1200 CL Hilversum, The Netherlands
António Rito Silva, Instituto Superior Tecnico, Technical University of Lisbon, Portugal E-mail: marinka.copier@kmt.hku.nl
Program Committee
Thijs Gaanderse
Ademar Aguiar (Portugal) Ann Majchrzak (USA)
YNNO,
Steve Alter (USA) Mary Lynn Manns (USA)
Orteliuslaan 9, 3528 BA Utrecht, The Netherlands
Kent Beck (USA) Piero Migliarese (Italy) E-mail: thijs.gaanderse@ynno.com
Lucio Biggiero (Italy) Brian Pentland (USA)
Martin Cloutier (Canada) Jan Pries Heje (Denmark) Abstract: One of the biggest challenges of organisational design is moving
Joao Vieira da Cunha (Portugal) Isabelle Reijmen (Netherlands) toward a less formal organisational structure as the artefact to be designed. We
find inspiration in computer game design for a way to address this problem:
Michel Delorme (Kuwait) Dirk Riehle (USA) second-order design. Second-order design means designing rules that give rise
Haluk Demirkan (USA) Linda Rising (USA) to certain behaviour. In this article we present our study of an organisational
Jan Dietz (Netherlands) Peter Rittgen (Belgium) intervention in a hospital using second-order design principles. The study
Henrique Duarte (Portugal) highlights the role of rules and game structures, the inclusion of stakeholders in
Matti Rossi (Finland)
the design process and the importance of prototyping organisational designs.
Omar El Sawy (USA) Susan Scott (UK) The implications for future empirical work are discussed.
Raghu Garud (USA) Antonio Lucas Soares (Portugal)
Anna Grandori (Italy) Jose Tribolet (Portugal) Keywords: organisational design; rules; healthcare; second-order design; game
Cecilia Haskins (Norway) design; computer games; minimal structure; emergent behaviour; action
Philip Turtscher (Austria) research; prototyping; design method.
Jan Hoogervorst (Netherlands) Youngjin Yoo (USA)
Mariann Jelinek (USA) Robert Winter (Switzerland) Reference to this paper should be made as follows: van Bree, J., Copier, M.
John Paul Kawalek (UK) and Gaanderse, T. (2010) ‘Designing an organisational rule set: experiences of
using second-order organisational design in healthcare’, Int. J. Organisational
Design and Engineering, Vol. 1, Nos. 1/2, pp.29–54.
Keynotes
Biographical notes: Jeroen van Bree is a Management Consultant and
Richard Boland, Case Western Reserve University
Researcher. He currently works for YNNO, a consultancy firm based in
Larry Constantine, Laboratory for Usage Centered Software Engineering and University of Madeira, Utrecht, The Netherlands. His consulting work is informed by the research he
Portugal does at Nyenrode Business Universiteit, where he is a PhD candidate. He
received his MSc in Information Management from Tilburg University and his
Background
Organization design theory as we know today was invented more than 100 years ago. Many of the classical
Copyright © 2010 Inderscience Enterprises Ltd.
principles put forward early in the 20th century are still the same ones that govern the structuring of
organizations. In the meanwhile Information Technology (IT) has changed the functioning of organizations
beyond recognition. Loosely coupled, networked or virtual organizational forms have been discussed in the

69. Juli 2010_

71. Augustus 2010_

73. Explore the playing field Establish the
Brainstorms with the players framework first
Involve the
Add rules
experts in the
Build a paper prototype
prototyping stage
Playtest behavior
Refine rule set

75. “Misschien is het proces in die zin nog waardevoller dan
de exacte outcome.
Dan bedoel ik meer het bewust nadenken over: hoe ga
ik om met mijn omgeving, met de spelers?
Dat vind ik misschien de grotere les voor het hele
team. Hoe weeg ik mijn individuele belangen af tegen
het groepsbelang?”

76. Similarities Differences
The effect of limited information Switching perspectives
The effect of game elements Manipulating the rules
Finding the boundaries of the rules Dealing with ambiguity
Process versus end product

77. Maart 2011_

79. NYENRODE RESEARCH PAPER
ACADEMIC THEORY
COMPLEX SYSTEMS AND
EMERGENT BEHAVIOR:
ENGAGING WITH COMPUTER GAMES TO
ENRICH ORGANIZATION STUDIES
Jeroen van Bree
Steije de Lat
November 2011 ~ no. 11-05

83. Oktober 2011_

84. gamification

88. Gamification Games
Extrinsic motivation (ego
Intrinsic motivation
enhancement & external regulation)
Points & badges Meaningful play
Copy, disregarding context Second-order design

89. Juni 2012_

90. wat heb ik geleerd?

91. 1. De rol van spel bij het bevorderen
van creativiteit en een open
uitwisseling van ideeën
2. Het belang van het actief verkennen
van een organisatie en zijn omgeving
als systeem om te komen tot nieuwe
strategieën
3. De rol van regels als een raamwerk
van organisatieprincipes

92. 1. Spel bevordert creativiteit en een
open uitwisseling van ideeën
Veldwerk Literatuur
Play as a way to overcome blocks to
group learning and creativity
Transparency and openness (Mainemelis & Ronson 2006, Kark
2011)
“Programs that encourage managers to
play and behave playfully (...) can help
Abductive reasoning managers to develop and draw on an
alternative way of thinking” (Kark,
2011)

93. 2. Het actief verkennen van een
organisatie en zijn omgeving als
systeem
Veldwerk Literatuur
Awareness and reflection A “ludic learning space” that engages the
about the dynamics of an experiential learning cycle: feeling,
organizational system by reflection, thinking and action (Kolb &
Kolb 2010)
active engagement
Bringing design from the domain of
thinking to the domain of acting (Van
Aken 2007)
Progressive understanding Systems thinking as an iterative,
progressive process of holistic enquiry
(Gharajedaghi 2011)

94. 3. De rol van regels als een raamwerk
van organisatieprincipes
Veldwerk Literatuur
“For many players, playing games is, in
Attempts to circumvent or some measure, a playing with rules and
manipulate the rules their boundaries” (Consalvo 2007)
Rules as descriptions rather ...
than prescriptions

95. The strategy of simple rules: rules can
constitute a strategy in that they “specify
actions for addressing opportunities” (Davis,
Eisenhardt & Bingham 2009)
Organization as a nexus of rules: “rules
embody basic principles (...) while routines
define specific ways and methods for
conducting exchanges that are consistent
with the principles embodied in a set of
rules” (Boisot & Sanchez 2010)

96. rules prescribe a
framework of
organizing principles
play allows for
active exploration
of this possibility space
routines emerge that
collectively form the basis
for a strategy

97. toekomstig onderzoek

98. 1. Bredere toepassing van de
ontwerpmethodiek
2. De verbreding van “ludic environments”
naar “playful organizations”
3. Gedachtegoed over dit ontwikkelproces
contrasteren met stromingen in strategy
development

99. Wat kun je met deze kennis?
Waar wil je meer over weten?
Waarover heb je andere inzichten?

100. Jeroen van Bree
jeroen.vanbree@novay.nl
mobile: +31 (0)653 187 512
twitter: @jeroenvanbree
Stationsstraat 79F, Amersfoort
P.O. Box 589
7500 AN Enschede
The Netherlands
www.novay.nl
+31 (0)53 485 04 85

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