More and more people are turning to gaming for entertainment, social interaction, some thrills and fun and even some challenge.
Many in society think that gamers, because they like to “play”, are childish, slovenly or irresponsible. However, there are many characteristics that gamers demonstrate that demonstrate that they are perhaps some of the best employment “catches” around.
Harvard Business Review, February 2008, states that “the gamer disposition has five key attributes. More than attitudes or beliefs, these attributes are character traits that players bring into game worlds and that those worlds reinforce. We believe that gamers who embody this disposition are better able than their non-gamer counterparts to thrive in the twenty-first century workplace.”
What are the gamer characteristics that can enable them to succeed in the modern workplace?
- Performance-oriented—“gamers like to be evaluated, even compared with one another, through systems of points, rankings, titles, and external measures. Their goal is not to be rewarded, but to improve.”
- Value diversity—“diversity is essential in the world of the online game. One person can’t do it all; each player is by definition incomplete. The key to achievement is teamwork, and the strongest teams are a rich mix of diverse talents and abilities.”
- Desire change—Nothing is constant in a game; it changes in myriad ways, mainly through the actions of the participants themselves…gamers do not simply manage change,; they create it, thrive on it, seek it out.”
- Learning is fun—“for most players, the fun of the game lies in learning how to overcome obstacles.”
- Innovative—“gamers often explore radical alternatives and innovative strategies for completing tasks, quests, and challenges. Even when common solutions are known, the gamer disposition demands a better way, a more original response to the problem.”
How do gamers, or for that matter people in general, relate to enterprise architecture?
Many times, I have written about the need for a human capital perspective (reference model) to be added to the Federal Enterprise Architecture (FEA). This would address the “people/who” perspective of the Zachman Framework and address the critical issues of the most important asset of the organization, its people.
Unfortunately, the FEA is still anchored in the industrial revolution, with factories served by “indentured” workers on the assembly line; people no more important than the mind-numbing, repetitive tasks that they performed 12 or more hours a day for little pay and certainly little respect.
The Federal Enterprise Architecture needs to enter the information age, where knowledge workers are the catalyst of innovation, engineering, modernization and transformation. The addition and focus on a human capital perspective to the architecture would be a good start to recognizing the centrality of people and brain-power to the competitiveness and future of our industries and nation.
One of the issues that the human capital perspective should address are the types of skills and attributes (such as those that gamers demonstrate) that are best aligned to support the requirements of the enterprise and its mission.