Worldwide, people spend three billion hours each week playing video games.
The five million “extreme” gamers in the U.S. play an average of 45 hours per week—more than the average worker spends earning a living.
Not surprisingly, businesses have taken notice. “Gamification,” defined by subject expert Gabe Zichermann as the application of “game thinking and game mechanics to engage audiences and solve problems,” has become a bona fide business buzzword.
It has also become big business. Corporations are expected to spend as much as $2.8 billion a year on gamification by 2016.
The early results have been impressive. Gamification has helped Ford Motor Co. improve fuel economy, Weight Watchers inspire better eating habits, and Nike create a thriving community for physical fitness.
So what does this mean for credit unions?
As much time is spent on gaming, online and off, consumers spend precious little attention on their finances. On average, Americans spend only 2.6 hours per month on financial planning and budgeting.
Why the big difference? Games are fun, while personal finances are boring or overwhelming.
Games are engaging; personal finances are simply unwelcome chores. Games help people escape reality; personal finances force an outright confrontation with it.
As credit unions struggle to improve member financial behavior, skills, and capacity; engage audiences; and optimize organizational performance, we should ask a key question: Should we think more like game designers?
A recent Filene Research Institute innovation brief, “Get in the Game: How Credit Unions Can Engage Members, Solve Problems, and Improve Skills with Game Thinking,” explores how credit unions can leverage the allure of games:
►Keep score and design effective leaderboards. Game players expect feedback for nearly every action they take. They want to know how they have done, how they stack up against their peers, and how much they have improved over time.
Credit unions must shorten the feedback loop associated with positive (and negative) member financial behaviors, employee performance, and board participation.
►“Ideal” self versus “real” self. Game players are more likely to enjoy and become intrinsically motivated to play a game when it allows them to act like their “ideal” selves, assuming characteristics of personas they would ideally like to be, according to Psych Central.
►Outcome certainty is boring. The prize-linked savings program, Save to Win, proves the power of uncertain outcomes. A chance to achieve something new, win a valuable prize, or gain a new experience adds excitement to ordinary tasks.
►Focus on the benefit to members, not to the credit union. Consumers can smell exploitation a mile away.
►Shorten the time between action and feedback.
►Break large missions into smaller quests.
►Game players want structure and autonomy. Make sure you provide both.
►Action, reward; action, action, reward. Align challenges with skills, make challenges progressively harder, and reward accomplishments.
►Badges, points, and virtual currencies only have value if they are actually accomplishments.
►Have fun. If you aren’t having fun, your audience isn’t either.
The goal for credit unions isn’t to create a video game. That’s much too literal.
Instead, the goal of gamification is to use the dynamics and mechanics associated with games and apply them to real-world experiences.
If misaligned incentives, boring experiences, and unmotivated audiences are the enemy of traditional financial services, gamification could be our hero.