Spiele als Denkansatz für Management-Methoden

Dave Pollard in einem interessanten Artikel „Why Can’t Real Organizations Be As Collaborative As Virtual Games?“ über Spiele(r) und Unternehmen und ableitbare Gedankenansätze. U.a. heisst es dort:

Some audience members volunteered these reasons why people love playing these games: (a) to become a member of an interesting group, (b) to meet new like-minded people, (c) to find an outlet for stifled creativity, (d) to step outside one’s normal personal identity and ‚try on‘ a new one, (e) to master a challenge, (f) to do things anonymously they wouldn’t dare do in real life, (g) to establish a personal reputation and hence increase self-esteem. How many of these things do business collaborations allow employees to do, and how could collaborations start offering more of these attractors?…

In my discussion with Michael, I lamented that most business activities were not nearly as interesting as the discussions and idea play that has been occurring in the intersections and gaps of this remarkable conference. His answer was that we should not worry about most business being dull, and recognize that these special discussions and creative play are their own reward, and that is all the reason needed to have them — and that what was important was making room for more people to participate in these activities which, while perhaps not terribly relevant to the participants‘ day jobs, nevertheless enrich, motivate, refresh and stretch us….

I have said before that the more organizations I study, the more I see knowledge management and technology as the ghetto for organizations‘ brightest, most creative and collaborative people. This conference has shown that when you let those people out of the ghetto and get them together to party, the result is magic.

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Über den Autor

Robert Basic

Robert Basic ist Namensgeber und Gründer von BASIC thinking und hat die Seite 2009 abgegeben. Von 2004 bis 2009 hat er über 12.000 Artikel hier veröffentlicht.