by Rui Patrício, Antonio Carrizo Moreira, and Francesco Zurlo.
This paper sheds light on the relationship between gamification and design thinking in the early stages of the innovation process (ESoIP). Design thinking, known for its applicability in complex and uncertain environments, faces challenges such as lack of structure and goal clarity.
The authors argue that gamification can enrich and complement design thinking practices, making tasks more organized and enhancing employee engagement in innovation. This study offers valuable insights for managers seeking to leverage gamification to enhance traditional design thinking approaches in innovation management.
(Reference: Patrício, R., Moreira, A. C., & Zurlo, F. (Year of publication 2020).
- ntroduction
This paper examines the relationship between gamification and design thinking in managing the early stage of the innovation process (ESoIP). Design thinking, known for its effectiveness in promoting innovation, faces challenges in providing structure and clarity during this phase. The study argues that gamification approaches can enhance design thinking by improving organization, coordination, and employee engagement. By conducting case studies in firms like Trivalor, Novartis, and Microsoft, the research demonstrates how gamification tools complement design thinking practices. The paper contributes to both theory and practice by offering insights into how gamification can be leveraged to coordinate stakeholders, enhance task enjoyment and organization, and increase employee engagement with the ESoIP. The paper is structured into six sections, starting with an introduction to the research topic, followed by framing the research, describing the methodology, presenting case study findings, and concluding with avenues for future research and study limitations.
- Theoretical background
Design thinking offers a holistic approach to innovation, addressing challenges in the early stage of the innovation process (ESoIP) by combining customer-focused thinking, storytelling, and experimentation. It emphasizes need-finding, idea generation, and testing through tools like ethnographic observations, brainstorming, and rapid prototyping. Firms adopting design thinking foster a flexible, people-centered culture that encourages creativity, collaboration, and learning. However, despite its recognition, there are debates about its efficacy and clarity in theory and practice. Critics highlight limitations such as lack of structure and clarity, hindering effective management of ESoIP.
Gamification involves applying game elements in non-gaming contexts to encourage engagement and motivation toward tasks. It addresses challenges in managing innovation by providing structured, enjoyable experiences that enhance coordination and engagement. Despite some resistance, gamification is increasingly recognized for its potential in corporate environments to improve productivity and creativity. Research on gamification’s role in innovation is growing, highlighting its ability to support ideation, evaluation, and idea development. The synergy between gamification and design thinking offers promising avenues for overcoming design thinking’s limitations in managing the early stage of innovation.
- Methodology
The study aims to explore how gamification enhances design thinking practices in the early stage of innovation. Firms were selected based on their proficiency in design thinking and involvement in multidisciplinary teams for idea generation. Through half-day gamification workshops, participants further developed ideas using the ideaChef® tool, integrating game dynamics, mechanics, and components. This modified approach aimed to facilitate idea development in a structured, enjoyable manner. The workshops focused on addressing real business challenges outlined by stakeholders. By integrating gamification into the design thinking process, the study seeks to observe improvements in innovation processes and identify opportunities to enhance or complement design thinking practices.
The data collection process involved semi-structured interviews with key informants immediately after gamification workshops, supplemented by observations, secondary data archives, and group interviews. Triangulation ensured validity and reliability, while interview protocols facilitated transparency and reliability. Thematic analysis of interview data followed a theory-driven coding approach, refining themes into theoretical dimensions. The analysis incorporated voice recordings, precise transcriptions, and additional observations for rigor and replicability. The gamification tool, ideaChef®, facilitated idea development in a structured, enjoyable atmosphere, encouraging participation and risk-taking. Its cooking metaphor and scientific validation made it suitable for converting ideas into viable concepts, addressing real innovation challenges. This comprehensive approach provides rich insights into the relationship between gamification and design thinking practices in the early stage of innovation, offering practical implications for enhancing innovation processes.
- Findings
The empirical findings reveal that gamification effectively contributes to achieving innovation goals by enhancing idea development and decision-making processes. Participants across all case study firms reported benefits such as achieving concrete plans, reaching goals in a different and more interesting way, and controlling time more effectively. Gamification provides a structured process that accelerates innovation, enabling faster progress and more comprehensive idea development. It facilitates better communication and collaboration among diverse teams, making innovation processes more inclusive and engaging. Additionally, the relaxed and playful atmosphere created by gamification increases motivation and reduces pressure, fostering greater participation and creativity. However, there are challenges, including the need for a defined challenge and idea beforehand and skepticism from some individuals regarding the seriousness of gamified approaches in corporate settings. Overall, the findings highlight gamification’s potential to enhance design thinking practices in innovation processes, particularly in idea development and decision-making stages.
- Discussion
The conceptual model depicts how gamification enhances specific design thinking practices within the ESoIP context. Gamification addresses design thinking’s shortcomings by providing structured processes, offering clarity on goals, and facilitating comprehensive planning. It also aids in specifying needs and requirements, promoting collaborative idea development, and bridging communication gaps. Furthermore, gamification encourages balanced contributions from diverse teams, fostering engagement among internal and external stakeholders. However, challenges persist regarding legitimacy, cognitive obstacles, and vulnerability to leadership changes. Gamification introduces ambiguity and uncertainty, requiring internal buy-in. Some individuals remain skeptical about its effectiveness in critical business processes, while leadership turnover may jeopardize its acceptance. In summary, while gamification enhances many aspects of design thinking, addressing these challenges is essential for its successful implementation.
- Conclusions
The study suggests that gamification can enhance design thinking practices, addressing issues like lack of structure and disconnection between thinking and doing. It challenges traditional power dynamics by empowering self-managed teams. However, resistance persists due to skepticism and managerial reluctance to merge work with games. Despite these challenges, gamification shows promise for innovation and idea development. Future research should explore its integration with design thinking in various stages of the innovation process and address limitations. Overall, gamification offers a creative, structured approach to managing innovation processes, with implications for theory and practice in innovation management and design thinking.
