“What is it that this game has, that is so attractive to your son, that he will go without food, water and sleep, in spite of discouragement from his mom (manager)?” I asked. “Your son has achieved a high level of competence in this video game without the traditional trappings of learning, without the traditional trappings of inducement. Yet he continues to play hard.”
“Well, for one thing, it must be fun, it’s play, not work,” Jamie explained.
“And, as a manager, what can we take from that, when we think about our teams and their behavior?”
“Yes, but work isn’t all that much fun,” Jamie protested. “People don’t like work. They like play, but they don’t like work.”
“Jamie, I have looked at your son playing a video game and it doesn’t look all that different than what some of your people do at work. They both sit at a keyboard, staring at a computer screen. As they touch the keys, things move on the screen.”
“I don’t see your comparison, they are two different things.”
“But if you could see the comparison, what would you see?”
Jamie had to think, but she finally spoke. “In the mind of my son, he is part of something bigger than himself, trying to achieve certain levels in the game. As he makes progress, he gets real-time feedback (automatically), so he can adjust his play. When he makes the level, there is a small electronic celebration on the screen.”
Leaving Shanghai today, bound for San Francisco. Quick trip around the world in five days.