A game is a series of interesting choices. – Sid Meier
A common game design framework is called MDA, or Mechanics – Dynamics – Aesthetics. Players experience it back to front; from feelings (Aesthetics) through how they interact with the game (Dynamics) due to the rules (Mechanics). Game designers, however, create the game by starting with the basic moves that build how the player interacts and leaves them with feelings.
It’s said that good mechanics are instinctual and invisible to the player. And yet they are still designed first. As an innovative leader, you are the game designer. So I’ve compiled 7 of the top mechanics you’ll need.
Having structure and templates for innovation feels oxymoronic, but a well-defined process means people don’t have to waste mental muscle figuring out HOW to innovate. Constraints often spur on change and growth, similar to pressure on a tube of toothpaste. Your clearly communicated innovation process will have people pushing more ideas forward and allows others to jump on the idea because they’re all familiar with the process that it graduated from.
As a business analyst, this one is true to my heart! You wouldn’t think that something as amorphous as “innovation” would have measurable KPI’s, but that makes them even more important in your culture. Some sample metrics would be “process efficiencies”, “prototypes developed”, and “hypotheses validated”. It is important to not lose sight that the key byproduct of innovation is knowledge gained.
Many places picture their innovation process as a funnel, with disruptive products exiting out the narrow end of the funnel. Unfortunately, we can’t guarantee that. But what we can control is having enough raw material coming into the wide end of the funnel to work with. There are multiple channels for sourcing problems. Check your social media channels to see what your users are saying online. Set-up focus groups at regular intervals. Go to where your users are and experience it through their eyes. Open it up to internal communication channels. The more sources you can use, the clearer your understanding of the problems becomes.
Don’t confuse rituals with routines. Rituals involve mindful participation towards the desired end state. Routines are practiced behaviors that you can tune out and still accomplish (like making that pot of coffee Monday morning without thinking about it.) Rituals are designed by the leader and are focused events. Maybe it’s a Friday meeting to share team victories from the week, or maybe it’s a weekly challenge using work skills on a non-work challenge. Whatever your rituals are, keep the end in mind.
Knowledge doesn’t do well locked up. It needs to spread, grow, and spin-off into new questions and that means you need to connect brains together. Provide a forum and method for the sharing of all knowledge; from failed prototypes to focus group responses. These showcases must include the problem, the audience, the solution, the test plan, and (of course) the metrics. Not only do you need to create mechanics around the creation and sharing of showcases, but you also have to create the mechanic of others reviewing the showcases.
As fun as it is to look 3, 5, 10 years ahead, it’s as important to look backward as well. Not through a lens of nostalgic status quo, but through a lens of “what could we do better?” Continuous improvement is needed with your processes, rituals, and all of your mechanics, just like it’s needed for your products. This will become more beneficial as the candor in your innovation culture grows stronger.
Have you ever walked into a room and forgot why you walked in and only remembered once you started doing something else? Creative ideas can strike like that. Sometimes putting focused effort on solving a problem is like being stuck in the mud. You’re just spinning your wheels. What you need is to shift gears. Allowing some time for distracted focus or absent-mindedness gives the brain time to make unique connections. This can be accomplished through challenges or cross-departmental conversations to name a few. The important aspect is to give people time to think of other topics.
By now you’ve noticed that I haven’t given you step-by-step instructions on how to apply these mechanics to your organization. It’s up to you to tailor them to your team, your product, and your problems. You are the game designer. I’ve just given you some mechanics for you to now craft the dynamics and aesthetics around.
What interesting choices will you make?
Check out more of Go Forth and Be Awesome‘s Authentic Innovation series