Serious Games
Getting Serious About Digital Games in Learning

John A. Purdy

Thousands of users complete your online training...hundreds come back multiple times for the same subject matter... many use your computer-based learning for hours longer than you had ever dreamed. Is this just a corporate learning professional's fantasy, or is someone playing games with your mind?

Actually, the answer to both questions is "yes." Modern "serious games" are making these scenarios happen in corporate learning settings worldwide. As an arguably powerful new item in the learning toolbox, serious games warrant an in-depth look. In this article, we'll review what serious games are, why they work, their value to corporations and where they work best. We'll also give you some tips on how to get started with serious games, and resources to help you along the way.

WHAT ARE MODERN SERIOUS GAMES?

The term "serious games" is used most commonly to mean "games that have serious purposes," that is, not solely for entertainment. These are digital learning games that use modern gaming techniques. There are many categories of serious games, but for this article we are talking about those used in corporate settings. Serious games are games that are highly immersive and interactive, and can lead to deeper learning. From a technical viewpoint, we're talking about digital games playable on PCs and Macs, though some games can be ported to handheld devices as well.

The most common technology used to create games in corporations is Adobe's Flash software. This browser-based delivery tends to be lighter in load time and file size, and has been widely accepted by corporate IT groups. Flash technology allows you to create games with sound, voiceovers, photos, videos, animations, sophisticated interactivity, and 2D and pseudo-3D visuals.

Although not as common, the other primary method for delivering corporate serious games is via gaming engine technology. These 2D and 3D games are developed with modern applications specifically designed for game development. A good example is Garage Games' Torque engine. These games are downloaded from a corporate web site as a separate application. They have much more gaming-specific power and functionality than Flash and are often used for virtual world games and simulations. These games offer all of the same media as Flash games plus 3D characters, objects and environments that become virtual learning worlds. Most game engines have built-in functionality for more than one player. This multiplayer element has proven to be one of the most powerful aspects of entertainment games and has great potential for serious games.

There is, as mentioned above, also a growing interest in PDA-delivered serious games.Several corporations are starting to distribute learning games to their people in the field for new product training, impromptu continuing education, etc.

Conceptually, the real differentiator between traditional computer-based training and serious games is that welldeveloped serious games use solid learning methodologies combined with modern game design techniques to create a hybrid – a highly engaging and entertaining learning experience, where the sum is greater than the parts.

The key is in combining the two successfully in an educational and engaging way that changes learners' behaviors and ultimately benefits the corporation.

Clark Quinn, in his book Engaging Learning (Pfeiffer, 2005), points out that the same elements that make learning highly effective are also the ones that make up highly engaging experiences. And that modern computer games, being highly engaging, share those elements: clear objectives, a relevant frame of reference, challenging, interesting and interactive. Quinn says, "Doing good engagement is hard, as is doing good education. Doing both together is even more difficult, but even if the effort is double, the product is more than doubly worthwhile."

WHY DO SERIOUS GAMES WORK?

Hard Fun. Quinn goes on to say that "Learning can, and should, be hard fun." Serious games, when done right, are hard and challenge the learner. When the player fails, they learn something about why, are motivated enough by the story to try another approach, and ultimately get rewarded in a fun way.

Deep Learning. Highly engaging learning games also work because they have the potential to assist in deep learning. Dr. Merrilea Mayo of The National Academies has presented it this way:

• Learning by doing: Players make decisions that have consequences; they actively participate in the game environment.
• Learning by experimenting: Players can safely try out multiple solutions, explore and discover information and skills.
• Life-like learning situations: Virtual worlds can provide environments that respond the same way the real world responds, allowing the player to transfer knowledge and experience between the two.
• Believing in abilities: Rewards and levels in games foster the belief you can achieve goals. This generates a positive attitude towards overcoming obstacles and increases the player's success rate.
• Clear objectives: Well-defined game goals allow players to make more progress toward learning objectives.
• Team learning and skills: Multiplayer games allow for group problem solving, collaboration, social interaction, negotiation, etc. Players learn not only from the game, but from each other.
• Learning without limitations: Game environments naturally transcend barriers of language, geography, race, gender and physical abilities. Players who are self-conscious in real life because they are "different" have no way of being set apart online.

THE VALUE OF SERIOUS GAMES IN CORPORATIONS

While there is not yet a great deal of research on the effectiveness of serious games in corporations, there is plenty of anecdotal evidence. Here's what several corporations have seen so far when they have implemented effective serious games:

Starting training: Telling employees they can take a learning game gets more people to start the learning in the first place; they are more willing to jump in because they assume a game will be interesting.

Completing training: Engagement improves completion rates. Studies show only 20-30 percent of users of online training complete the courses. What if you could not only get a much higher completion rate, and also get the same players to come back and play again? And again? This happens with engaging serious games.

Faster learning: Because they are engaged, learners spend more time each time they play the game and complete the training sooner.

More knowledgeable people: When the learner has to make decisions that have consequences, and the setting of the story is relevant, a better transfer of meaningful knowledge to the employee's situation occurs and ultimately leads to better performance for the organization.

Better retention over time: The use of humor, fun, challenges, and choices makes the learning experience more memorable.

A natural media for younger employees: An emerging crop of employees coming into corporations grew up on games; they are comfortable with this media, and have already used interactive media for learning.

Matches the experiences of many learners: Studies show that in the explosive area of casual games, the players are males and females of all age groups. As more people get into games outside of work, they have an increasing comfort level with the technology, game play, and interactivity that goes along with games.

Corporate image: The corporation is seen as a leader by providing state-of-the-art learning.

Learners' motivation and morale: Because games are more interesting and engaging than most traditional training methods, employees are more motivated to learn and come away feeling better about the learning experience.

WHERE DO SERIOUS GAMES WORK BEST?

Serious games can be effective in several corporate areas. Mark Conger, professional project manager for the Video Game Technology Project at Northrop Grumman Integrated Systems says, "We canvassed the entire organization to see where games would be a fit and actually found many possibilities." Here are some examples of where and how games are being used:

Training and Learning: Games are being used for both high-level and detailed learning and training. Some serious games introduce learners to topics at a high level, piquing their interest in the subject matter. Players are then encouraged to learn more via links to other training and information. These games are best utilized when the goal is to introduce a product or service, provide an overview, promote an organizational initiative, or motivate employees to learn more deeply about a subject through other methods.

Other types of serious games go deep and get very detailed on a subject or skill. These are often simulation-style games, where the focus is on teaching skills that can be immediately applied in the employee's work domain: customer service scenarios, operation of equipment, controlling waste and costs, etc.

Serious games are used mostly for internal training, but some corporations use them to fulfill contractual training requirements; for example, Northrop Grumman is evaluating games for training their military users.

Recruiting: The U.S. Army's America's Army game is hugely successful: there are more than six million registered users, most of whom play regularly. It takes players through basic training, introduces them to Army life, and allows them to participate in simulated real-world battle scenarios in real time with other players. The game is used for training, but is primarily a recruiting tool.

Many corporations are facing a "graying of the workforce" and are particularly interested in recruiting a new generation of employees. For the first time, we now have a generation of young adults who have grown up since birth with video games. They live in a world where their communications and interactions are already virtual. They integrate cell phones and iPods seamlessly into their daily lives, and use their computers to learn, purchase, socialize and be entertained - mostly via games. The virtual worlds of modern video games are uniquely suited to young adults' lifestyles and can be another tool for both getting them interested in a corporation, as well as providing them engaging learning once they are there.

Marketing: Games have been used for marketing for some time. Some marketing groups are now experimenting with serious games - keeping the fun factor and marketing messages, but also educating clients and consumers about why their products and services are better. Marketers can also show the corporation in a good light by creating a game about a social issue the company supports. It's a way to leverage customer engagement and instill brand loyalty.

BRINGING SERIOUS GAMES INTO YOUR ORGANIZATION

So how do you decide if serious games are right for your organization? And how do you get started?

Evaluate your audiences. If you are targeting a younger group, serious games are a good bet. However, remember all age groups can be amenable to games and everyone likes interesting and effective learning.

Play some games. If you're not familiar with games yourself, it's going to be hard to be an advocate. There are many sites on the Internet that offer free or inexpensive games that can be easily and quickly played. Do a search for "casual games" or "online games," etc., and see the "Resources" list (page 5). Experiment with several game genres, and discover the kinds of games that you find fun.

Start at the top. Conger of Northrop Grumman says, "Start with leadership. Usually they are open to new ideas; that's why they are in those positions." Ask company leaders if they have ever watched anyone play video games. That's usually a good lead-in to the discussion about engaging experiences and engaging learning.

Start small and wide; go deep later. Games that are deep in specific learning tend to be more complicated and expensive. Start with a small game that introduces a subject on a high level and points the learners to other training material for additional learning. After your first success, it will be easier to justify deeper serious games.

Design experiences, not content. Get into the frame of mind that your team must learn to design experiences, and not focus only on the content. Quinn says, "You have to start thinking about putting the learners into a context where they have to make the decisions they need to be able to make after the learning experience, understand why those decisions are important, want to make those decisions, and know that there are consequences of those decisions."

Suspend reality. Be willing to think different and suspend reality when it comes to game ideas. How about building a computer network on Mars by driving a Mars Rover? Cisco Systems created just such a game and it was a hit. (Figure 1)

Get instructional designers and game designers to see they are both designers. Getting these two disciplines to use a common language can be one of the toughest challenges. However, if you help them understand they both are interested in creating valuable experiences, there can be common ground.

Utilize game designers that know serious game development. One way to help solve the instructional design versus game design challenge is to use game designers who've developed serious games. The industry is growing rapidly so you have many good developers from which to choose.

Invest in game design. If you're going to put your money anywhere, put it in game design. You probably already know the instructional design part of the equation, but may need help designing engaging game play and game mechanics. Remember, no matter how good the learning, if it's not fun, they won't play and will never get to the learning.

GAME NOT OVER

The promise of e-learning may finally be coming of age with serious games. Their power to immerse and engage the learner and their potential to provide deep learning is worthy of notice by corporate learning professionals.

As serious games move from a cutting edge to mainstream learning tool, the game has actually only just begun. As Nanjiani of Cisco Systems puts it, "The increase in games for corporate learning is inevitable."

John A. Purdy is President of Red Knight Learning Systems, a serious games and simulations development company. He can be reached at jpurdy@redknightlearning.com.