Those who have heard of our concept CHANGCE-thinking will know that our gamified kick-off, the CHANGCE-Game, is a cornerstone of the methodology. A playing surface, roles and chance cards are used to go on a hunt for chances within an organisation. With this new workshop approach, we systematically identify change potentials of an enterprise, together with its employees.
It has been my task in the last six months to scientifically identify the benefits of the CHANGCE-Game in the form of a Master’s Thesis at the Technical University of Munich. In cooperation with the research institute for leadership, production and logistics, we analyse the gamified method in the realms of change management. The institute lead by Univ.-Prof. Dr. Dr. h. c. mult. Horst Wildemann researches gamification and its applications in areas including production processes, cost-engineering and innovation management.
Prior to this extensive study, we published a paper at the EuroSPI 2018, also focusing on the CHANGCE-Game, but in particular the unique role classification and its effects on workshop participants. The Master’s Thesis takes a broader scope and answers: Which benefits and fields of application for gamification have been investigated in literature? What do change processes and management typically look like in organisations? And finally, (how) can the advantages of gamified methods be used in organisational change?
To strengthen the claims derived from the literature review, we held the CHANGCE-Playshop at the Schlosshotel und Gasthaus Blumenthal GmbH & Co. KG., interviewing participants before and after. Not to forget, as a team we were able to seek out change potentials and necessary action measures as a result of the workshop. These will serve as the foundation for change initiatives or CHANGCE-Projects for the company.
Without spoiling the surprise, the strengths of gamification seem to supplement the requirements of modern-day organisations and their change processes. The complete results of this study will be publicly available and published in cooperation with the research institute in the International Journal of Management.