On its surface, the theory of “gamification” seems a fairly straightforward one: Using game mechanics and dynamics to drive game-like engagement in a non-game context.
In trucking, for example, that can translate into setting up competitions between drivers, to see who can achieve the best fuel economy or record the lowest engine idle time.
Yet it’s not quite that easy, Roni Taylor, vice president of industry relations for telematics provider Spireon, explained to Fleet Owner.
“At its essence, you are using psychology to change human behavior – and using various motivations to trigger that behavior,” she said.
Michael Wu, principal scientist of analytic for software provider Lithium, stressed in a recent blog post that at its heart, “gamification” is not a game. In actuality, those involved in a “gamified” work activity shouldn’t know that they are actually playing a game, he noted.
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