Using Gamified Design to Amplify Outcomes: The Psychology of Badges

1. USING GAMIFIED DESIGN TO AMPLIFY OUTCOMES: THE PSYCHOLOGY OF BADGES Amy Bucher, Ph.D. Director, Behavior Change Design Mad*Pow @amybphd, abucher@madpow.net
2. Welcome to UXPA!
3. ENGAGEMENT, MOTIVATION, & GAMIFICATION The Science Behind
4. PARTICIPATION ≠ ENGAGEMENT
5. ENGAGEMENT
6. MOTIVATION DESIREWITHVELOCITY
7. Types of Motivation: Self Determination Theory AutonomousControlled Long-term change happens here! Amotivated I have no desire to do this. External Someone told me I have to do this. Introjected I’ve internalized the nagging: Better do this. Identified Doing this will help me achieve goals I really value. Integrated Doing this is part of who I am. Intrinsic I love doing this; it feels great! Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78.
8. Wrzesniewski, A., Schwartz, B., Cong, X., Kane, M., Omar, A., & Kolditz, T. (2014). Multiple types of motives don’t multiply the motivation of West Point cadets. Proceedings of the National Academy of Sciences, 111(30), 10990-10995. doi: 10.1073/pnas.1405298111 Effects of Multiple Motives in the Military Mostly Intrinsic Mostly Extrinsic Mixed Motives Outcomes: • More likely to become an officer • More likely to be considered for early promotion • More likely to stay in the military after mandatory service Outcomes: • Less likely to become an officer • Less likely to be considered for early promotion • Less likely to stay in the military after mandatory service
9. “I can make my own meaningful choices” “I’m learning, growing, and succeeding.” “I’m part of something bigger than myself. I belong.” Autonomy Competence Relatedness Motivation The Levers of Motivation Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78.
10. Engaging experiences support psychological needs.
11. Gamification The use of game elements and game- design techniques in non-game contexts. Werbach, K., & Hunter, D. (2012). For the Win: How Game Thinking Can Revolutionize Your Business. Wharton Digital Press.
12. Gamification • Points • Leaderboards • Competition • Challenges • Unlocking • Quests • Levels and leveling up • Boss battles • AND SO MUCH MORE!
13. So why the focus on badges?
14. They’re Easy to Understand and See SO MANY LOGINS!!
15. Badges Have Their Fans
16. • They show achievement • They provide a sense of progress • They communicate status to others • They help facilitate conversation about shared or complementary qualities What Good Badges Do (Psychologically)
17. • They show achievement • They provide a sense of progress • They communicate status to others • They help facilitate conversation about shared or complementary qualities Competence support Relatedness support What Good Badges Do (Psychologically)
18. Badges are not new.
19. A Brief History of Badges
27. But do they work?
28. The Case Against Badges
29. We Game the System “One reported reason for ending these badges is precisely what would be predicted by self-determination theory: users began to ‘game’ the system, looking to circumvent the health behavior simply to get the badge.” Rigby,C. S. (2015). “Gamification and motivation,” in S. P. Walz & S. Deterding (eds.), The GamefulWorld: Approaches, Issues, Applications. Cambridge, MA: MIT Press.
30. We Focus on Clicks, Not Engagemen tPARTICIPATION “CLICKS” BEHAVIOR CHANGE & SELF-CARE MEDICAL UTILIZATION + COSTS HEALTH (BIOMETRICS) & PRODUCTIVITY RETURN ON INVESTMENT TIMEFRAME FOR IMPACT Leading Lagging RISK BASELINE
31. We don’t align badges with behaviors that matter.
32. We Reward Behaviors That Don’t Need Rewarding
33. And That Can De-Motivate
34. Some Badges Are Just Meaningless
35. Best Practices For Badges that Work
36. DEFINE & REWARD THE RIGHT BEHAVIOR Step 1
37. Defining Target Behaviors New behavior Familiar behavior Increase behavior Decrease behavior Stop behavior One time Enroll in health plan Call doctor for appointment Sleep an extra hour when sick Limit liquids the night before a scan Don’t eat dessert tonight Period of time Log symptoms and triggers to help with diagnosis Take medication for an acute condition Drink more water during hot weather periods Limit activity while recovering from injury Stop drinking while on antibiotics From now on Check blood sugar five or more times a day Take medication for a chronic condition Get regular exercise Limit saturated fats in diet Quit smoking Adapted from B.J. Fogg, Ph.D.
38. The Cobra Effect
39. Behavior Champs: Airlines
40. 1. http://www.fool.com/investing/general/2016/01/26/just-how-big-is-starbucks-mobile-order-pay-and-wha.aspx, retrieved May 10, 2016 2. http://www.bizjournals.com/seattle/news/2016/04/21/starbucks-posts-highest-revenue-of-any-non-holiday.html, retrieved May 10, 2016 22% of transactions in December 2015 1 8 million mobile transactions per month 2
41. Self- Perpetuatin g Rewards
42. Make Badges Possible to Earn!
43. Withering Can Encourage Repeat Behaviors
44. Tie Badges to Meaningful Rewards “Hitting a milestone like walking 100.00 kilometers may be a massive accomplishment for some people, but all they get is a lousy badge in their trainer profile. Users who earn the most badges are the most loyal players (or at least those who play the most), so rewarding such milestones with items, Pokécoins, or at very least experience points, seems like a no-brainer.” -BrianTroyer https://medium.com/mobile-lifestyle/https-medium-com-brianjtroyer-8-changes-that-would-improve- pokemon-go-5476a9524bc8
45. The Role of Verification
46. On behalf of Amy Bucher and CommendableKids.com,the Driver'sLicense badgehas been awarded to Pete Bucher on October 14th,2016
47. BUILD ON PROGRESS Step 2
48. Progressive Difficulty
49. Status Levels
50. Scaffolding = Structured Goal Sequences Starting State SubGoal SubGoal SubGoal End Goal
51. Goal Scaffolding
52. Goal Scaffolding
53. Goal Scaffolding Works! http://duolingo.com/#/effectiveness-study 34 Hours of Duolingo 1 University Semester
54. CALIBRATE THE REWARD AMOUNT Step 3
55. The Undermining Effect Murayama, K., Matsumoto, M., Izuma, K., & Matsumoto, K. (2010). Neural basis of the undermining effect of monetary reward on intrinsic motivation. Proceedings of the National Academy of Sciences of the United States of America, 107(49), 20911–20916. http://doi.org/10.1073/pnas.1013305107
56. Rewarding Behaviors That Don’t Require A Reward
57. Rewarding Behaviors That Don’t Require A Reward
58. Badge Fatigue 4809 total badges?!?!
59. TIME IT RIGHT Step 4
60. Timing Is Everything
61. Predictable Plus Surprise
62. TIE BADGES TO OTHER MOTIVATIONS Step 5
63. Relatedness : Connect Me With Others
64. Competence: Signal My Worth
65. Autonomy: Express My Values
66. New York City Marathon
67. Badges for Vets
68. Open IDEO Challenges
69. Books @ Work
70. Academic Badges
71. Academic Badges
72. Best Practices: Badge With Caution 1. Clearly define behavior goals and key milestones 2. Use badges to encourage growth and progress 3. Don’t try to over-reward 4. Make badges unpredictable (variable- ratio schedule) for simple tasks; set reliable expectations for higher effort tasks 5. Connect badges to other motivational sources
73. Questions? Amy Bucher, Ph.D. Director, Behavior Change Design Mad*Pow @amybphd, abucher@madpow.net

Notas do Editor

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Talking points: Gamification is the application of game-elements to non-game experiences
It does NOT necessarily mean making an experience feel more game-like
At a high level, why do we even do this?
It makes something more engaging—games are fun, so bringing in game elements to something that is traditionally not fun has some appeal
Games hook us by feeding our fundamental psychological needs; the game features that get pulled out for gamification particularly so
Gamification may come to light through the addition of all kinds of game elements and mechanics. This is a partial list; if you’re interested in this type of exploration, there are sites that will step you through mechanics. One that does a nice job is this Gamified UK.
Digital badges have their fans
And we are also very comfortable with the idea of badges. There’s strong historical precedent for them.
This is a Pilgrim’s Badge, dating from around the year 1400. In medieval times, people would wear these pilgrim’s badges as a way to communicate their allegiances to particular political leaders or religious figures. Sometimes these badges, as the name suggests, told people that the bearer had completed a religious pilgrimage.
We give badges for all manner of actual accomplishments too—I run as a hobby, and one thing I’ve noticed since I started running in 2009 or so is that the races where I get badges have grown in number. It used to be you had to run a half or whole marathon to get one, or the Ragnar relay like the badge you see on top. Now I routinely get a badge for finishing a 5k.
We also see badges in the analog world to certify the quality of items. Here’s an example I saw just this week here in Toronto in a ladies’ room.
And now, in the last 8-10 years, we’ve started seeing more and more badges in the digital space. The example on the screen is from Foursquare, which was one of the first apps that made me aware of digital badges. But there are tons more examples, many of which you’ll see as we walk through how to apply the badge technique effectively.
This is one way to think about the outcomes you’re trying to drive with an intervention. Ultimately, your goals may include things like improving biometric stats, reducing medical utilization and costs, or providing an ROI for your customer. You can map out all of the sub-goals that lead you there, from your baseline risk level, to program participation, to actually making behavior change offline. We call participation a leading indicator because we can measure it very early in the process, much earlier than behavior change, and because if you’re way off on your participation metrics it’s unlikely you’ll achieve your ultimate goals. However, the problem is that because clicks are so easy to measure, it’s common to keep focusing on clicks at the expense of other more meaningful data.
Not meaningful to the target audience—e.g. potty training badges, or badges that would be totally separate from the experience of earning them
Unintended consequences If you’re not careful about defining the behavior you’re trying to change with badges, you may end up changing the wrong one. I already mentioned FourSquare’s fitness badges and how they were not actually causing people to get more physical activity. Another example comes from when India was under British Colonial rule. The British government was concerned about the number of poisonous snakes in Delhi and wanted to enlist the citizens to help eradicate them. So, they offered rewards for the dead snakes that people could bring to them. What do you think happened?

People began to breed snakes so that they would have a bigger population to kill and get rewarded for. The rewards for dead snakes actually ended up making the problem worse. That’s come to be known as the cobra effect, and it’s something we need to pay attention to when adding rewards or incentives to the programs we design.
If your badge is supposed to signify something meaningful such as an educational accomplishment, how do you verify that someone has actually achieved that?
Design your badges to build on each other.
TripAdvisor makes it easy to earn your first few badges, but they become progressively more difficult as your involvement with their site grows
This is where tiers like frequent flyer programs or Starbucks also work well—your status is tied to increasing levels of a behavior so there’s a natural progression
Calibrate the tiers, though—it gets ridiculous when you have something like Untapped where you can become level 900
Not significant enough for really big behavior changes—although you can break a big behavior into smaller components, at some point people will either want a bigger reward, or they will prefer no reward at all
Not significant enough for really big behavior changes—although you can break a big behavior into smaller components, at some point people will either want a bigger reward, or they will prefer no reward at all
If you reward too many badges, you can also render them meaningless.
Make like a slot machine: Variable-ratio schedules of reinforcement are the most sticky—they offer rewards at unpredictable intervals. [Story from Fiona]
Badges should be related to behavior, but not in a totally predictable way—if they are awarded at an intermittent rate but it’s not totally clear when they’re being awarded, that can help make them more attractive to people. Variable ratio schedules are best for simple, easy-to-perform behaviors such as check-ins, weigh-ins, and so forth. For more complex behaviors, a slot machine-type schedule may not bee enough to prompt the behavior.
A contrasting example would be these TripAdvisor badges, where the criteria for earning them is explicitly spelled out. Writing a TripAdvisor review isn’t hard, but it does take a little bit of time and effort. It’s not the same sort of rapid-fire behavior you see in a casino. As a result, that variable ratio reinforcement schedule may be less effective. Here, setting a quid pro quo makes more sense.
Relatedness. Badges that help people build a social network or signify something important about them (e.g. the scientist badges)
Competence. Class Badges may help students engage with material by giving teachers the latitude to reward for non-traditional achievements, gives students with different learning styles and aptitudes a chance to build a sense of competence
Autonomy. Badges provide a shorthand to express your values and authentic self to others. Badges for Vets gives military veterans an easy way to visually communicate their job skills earned through service to prospective employers. In the case of academic publication badges, they signal to other researchers what types of work you do and what styles of collaboration you value.
Using badges can be effective, but they need to be applied with a deft touch. Badges should only be used when you have a clear definition of the behaviors you want to reward, and they should be aligned with repeating those desired behaviors. Badges will be more effective if they don’t overcompensate for achievement, but rather reward it in an unpredictable, growth-oriented fashion. Finally, if badges can be used to draw in other motivational sources, they will be more effective.

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