I love video games. I'm also slightly in awe of them. I'm in awe of their power in terms of imagination, in terms of technology, in terms of concept. But I think, above all, I'm in awe at their power to motivate, to compel us, to transfix us, like really nothing else we've ever invented has quite done before. And I think that we can learn some pretty amazing things by looking at how we do this. And in particular, I think we can learn things about learning. Now the video games industry is far and away the fastest growing of all modern media. From about 10 billion in 1990, it's worth 50 billion dollars globally today, and it shows no sign of slowing down. In four years' time, it's estimated it'll be worth over 80 billion dollars. That's about three times the recorded music industry. This is pretty stunning, but I don't think it's the most telling statistic of all. The thing that really amazes me is that, today, people spend about eight billion real dollars a year buying virtual items that only exist inside video games. This is a screenshot from the virtual game world, Entropia Universe. Earlier this year, a virtual asteroid in it sold for 330,000 real dollars. And this is a Titan class ship in the space game, EVE Online. And this virtual object takes 200 real people about 56 days of real time to build, plus countless thousands of hours of effort before that. And yet, many of these get built. At the other end of the scale, the game Farmville that you may well have heard of, has 70 million players around the world and most of these players are playing it almost every day.
Obožavam video igre. Gajim i neko strahopoštovanje prema njima. Prema njihovoj moći u smislu mašte, tehnologije, u smislu ideje. Ali mislim da povrh svega gajim strahopoštovanje prema njihovoj moći da nas motivišu, podstaknu, fiksiraju za sebe kao što ništa drugo što smo napravili nije uspevalo ranije. Mislim da možemo naučiti neke prilično neverovatne stvari ako posmatramo kako one to čine. I posebno, mislim da možemo naučiti o učenju. Industrija video igara se najbrže razvija od svih modernih medija. Od oko 10 milijardi 1990., danas na svetskom nivou vredi 50 milijardi dolara i ne pokazuje znake usporavanja. Procenjuje se da će za četiri godine vredeti preko 80 milijardi dolara. To je tri puta više od muzičke industrije. To je prilično zapanjujuće, ali to nije podatak koji ostavlja najsnažniji utisak. Ono što me zaista fascinira je to da, danas, ljudi troše oko osam milijardi pravih dolara godišnje kupujući virtuelne predmete koji postoje samo unutar video igara. Ovo je snimak iz virtuelnog sveta "Entropia Universe". Početkom ove godine, virtuelni asteroid je tu prodat za 330 000 pravih dolara. Ovo je brod klase "Titan" u svemirskoj igri "EVE Online". Za izgradnju ovog virtuelnog predmeta potrebno je da 200 pravih ljudi uloži 56 dana pravog vremena, plus mnogo hiljada sati napora pre toga. A opet, mnogi od ovih se grade. S druge strane, igru "Farmville", za koju ste sigurno čuli, igra 70 miliona ljudi širom sveta, a većina njih igra je skoro svakog dana.
This may all sound really quite alarming to some people, an index of something worrying or wrong in society. But we're here for the good news, and the good news is that I think we can explore why this very real human effort, this very intense generation of value, is occurring. And by answering that question, I think we can take something extremely powerful away. And I think the most interesting way to think about how all this is going on is in terms of rewards. And specifically, it's in terms of the very intense emotional rewards that playing games offers to people both individually and collectively. Now if we look at what's going on in someone's head when they are being engaged, two quite different processes are occurring. On the one hand, there's the wanting processes. This is a bit like ambition and drive -- I'm going to do that. I'm going to work hard. On the other hand, there's the liking processes, fun and affection and delight and an enormous flying beast with an orc on the back. It's a really great image. It's pretty cool. It's from the game World of Warcraft with more than 10 million players globally, one of whom is me, another of whom is my wife. And this kind of a world, this vast flying beast you can ride around, shows why games are so very good at doing both the wanting and the liking. Because it's very powerful. It's pretty awesome. It gives you great powers. Your ambition is satisfied, but it's very beautiful. It's a very great pleasure to fly around. And so these combine to form a very intense emotional engagement.
Sve ovo možda zvuči prilično alarmantno, nekim ljudima, kao pokazatelj nečeg zabrinjavajućeg ili pogrešnog u društvu. Ali ovde smo zbog dobrih vesti, a dobra vest je ta da mislim da možemo da istražujemo zašto se javljaju ova stremljenja i ovakve vrednosti. Mislim da možemo, odgovaranjem na to pitanje, otkloniti nešto veoma moćno. Mislim da, najzanimljiviji način da razmišljamo o tome kako se sve ovo dešava, je razmišljanje o nagradama. A posebno, u smislu veoma intenzivnih emocionalnih nagrada koje igranje igara donosi ljudima, kako individualno tako i kolektivno. Ako pogledamo šta se dešava u nečijoj glavi dok se bavi igranjem, vidimo da se javljaju dva procesa. S jedne strane imamo procese želje. Ovo liči na ambiciju i motivaciju - uradiću to. Uložiću napor. S druge strane, imamo procese sviđanja, zabavu i dopadanje i oduševljenje - i ogromnu leteću zver sa orkom na leđima. Zaista sjajna slika. Prilično je kul. To je iz igre "World of Warcraft" koja ima više od 10 miliona igrača u svetu, među kojima smo i moja žena i ja. I ova vrsta sveta, ova ogromna leteća zver koju jašete pokazuje zašto su igre podjednako dobre u procesima želje i sviđanja. Jer su veoma moćne. Prilično fantastične. Imate ogromne moći. Ambicija vam je zadovoljena, ali je i veoma lepo. To letenje predstavlja ogromno zadovoljstvo. Sve ovo formira veoma intenzivnu emocionalnu uključenost.
But this isn't the really interesting stuff. The really interesting stuff about virtuality is what you can measure with it. Because what you can measure in virtuality is everything. Every single thing that every single person who's ever played in a game has ever done can be measured. The biggest games in the world today are measuring more than one billion points of data about their players, about what everybody does -- far more detail than you'd ever get from any website. And this allows something very special to happen in games. It's something called the reward schedule. And by this, I mean looking at what millions upon millions of people have done and carefully calibrating the rate, the nature, the type, the intensity of rewards in games to keep them engaged over staggering amounts of time and effort. Now, to try and explain this in sort of real terms, I want to talk about a kind of task that might fall to you in so many games. Go and get a certain amount of a certain little game-y item. Let's say, for the sake of argument, my mission is to get 15 pies and I can get 15 pies by killing these cute, little monsters. Simple game quest. Now you can think about this, if you like, as a problem about boxes. I've got to keep opening boxes. I don't know what's inside them until I open them. And I go around opening box after box until I've got 15 pies. Now, if you take a game like Warcraft, you can think about it, if you like, as a great box-opening effort. The game's just trying to get people to open about a million boxes, getting better and better stuff in them.
Ali ovo nije najinteresatnije od svega. Ono što je stvarno interesantno u vezi virtuelnog sveta je da njime možete da merite. Jer u virtuelnom svetu možete da merite sve. Svaka pojedina stvar koju je svaka osoba koja je nekad igrala neku igru uradila, može da se meri. Najveće igre na svetu danas prate više od milijardu pojedinačnih podataka o svojim igračima, o tome šta svi rade - mnogo više od detalja koje biste dobili preko nekog sajta. Ovo omogućava da se u igrama dešava nešto posebno. To se zove raspored nagrada. Pod ovim mislim na posmatranje onoga šta milioni i milioni ljudi rade i pažljivo odmeravanje rasporeda, prirode, vrste, intenziteta nagrada u igrama, kako bi se održavali u igri i ulagali zapanjujuće količine napora i vremena. Pokušaću da objasnim ovo u realnim terminima, pa ću govoriti o vrsti zadatka koji verovatno dobijate u mnogim igrama. Idite i nabavite određenu količinu određenog igračkog predmeta. Recimo, u svrhu ove priče, da je moja misija da nabavim 15 pita, i nabaviću ih ako ubijem ova slatka, mala čudovišta. Jednostavna misija u igri. Ako želite, možete o ovome razmišljati kao o problemu kutija. Moram da nastavim da otvaram te kutije. Ne znam šta je u njima dok ih ne otvorim. Idem okolo i otvaram jednu po jednu, dok ne skupim 15 pita. Sad, ako uzmete igru kao što je "Warcraft", možete je, ako želite, posmatrati kao naporni poduhvat otvaranja kutija. Igra navodi ljude da otvore oko milion kutija, u kojima se nalaze sve bolje i bolje stvari.
This sounds immensely boring but games are able to make this process incredibly compelling. And the way they do this is through a combination of probability and data. Let's think about probability. If we want to engage someone in the process of opening boxes to try and find pies, we want to make sure it's neither too easy, nor too difficult, to find a pie. So what do you do? Well, you look at a million people -- no, 100 million people, 100 million box openers -- and you work out, if you make the pie rate about 25 percent -- that's neither too frustrating, nor too easy. It keeps people engaged. But of course, that's not all you do -- there's 15 pies. Now, I could make a game called Piecraft, where all you had to do was get a million pies or a thousand pies. That would be very boring. Fifteen is a pretty optimal number. You find that -- you know, between five and 20 is about the right number for keeping people going. But we don't just have pies in the boxes. There's 100 percent up here. And what we do is make sure that every time a box is opened, there's something in it, some little reward that keeps people progressing and engaged. In most adventure games, it's a little bit in-game currency, a little bit experience. But we don't just do that either.
Ovo zvuči izuzetno dosadno, ali igre imaju moć da ovaj proces učine neverovatno ubedljivim. A to čine kombinacijom verovatnoće i podataka. Razmislimo o verovatnoći. Ako želimo da uključimo nekoga u taj proces otvaranja kutija i traženja pita, želimo da budemo sigurni da nije ni previše lako, ni previše teško pronaći pitu. Šta tada radimo? Pa, pogledajte milion ljudi - ne, 100 miliona ljudi, 100 miliona koji otvaraju kutije - i izračunajte, ako je verovatnoća pite oko 25% - to nije ni previše frustrirajuće, ni previše lako; drži ljude angažovanim - ali naravno, to nije sve - ima 15 pita. Sad, mogao bih da nazovem igru "Piecraft" (pie - pita), gde samo tražite milion pita ili hiljadu pita. To bi bilo veoma dosadno. 15 je prilično optimalan broj. Vidite da je između pet i 20 to prilično dobar broj da bi ljudi nastavljali. Ali u kutijama nisu samo pite. Ovde je sto procenata. Mi osiguramo da se svaki put kad se kutija otvori, u njoj nalazi neka mala nagrada zbog koje ljudi napreduju i nastavljaju. U većini avanturističkih igara to je neka valuta ili iskustvo unutar igre, ali ne radimo samo to.
We also say there's going to be loads of other items of varying qualities and levels of excitement. There's going to be a 10 percent chance you get a pretty good item. There's going to be a 0.1 percent chance you get an absolutely awesome item. And each of these rewards is carefully calibrated to the item. And also, we say, "Well, how many monsters? Should I have the entire world full of a billion monsters?" No, we want one or two monsters on the screen at any one time. So I'm drawn on. It's not too easy, not too difficult. So all this is very powerful. But we're in virtuality. These aren't real boxes. So we can do some rather amazing things. We notice, looking at all these people opening boxes, that when people get to about 13 out of 15 pies, their perception shifts, they start to get a bit bored, a bit testy. They're not rational about probability. They think this game is unfair. It's not giving me my last two pies. I'm going to give up. If they're real boxes, there's not much we can do, but in a game we can just say, "Right, well. When you get to 13 pies, you've got 75 percent chance of getting a pie now." Keep you engaged. Look at what people do -- adjust the world to match their expectation. Our games don't always do this. And one thing they certainly do at the moment is if you got a 0.1 percent awesome item, they make very sure another one doesn't appear for a certain length of time to keep the value, to keep it special.
Takođe kažemo da će biti još gomila drugih predmeta različitog kvaliteta i nivoa uzbuđenja. Postoji 10% šanse da dobijete prilično dobar predmet. Imate šansu od 0.1% da dobijete stvarno izuzetan predmet. I svaka od ovih nagrada pažljivo je odmerena za neki predmet. Takođe, kažemo, "Pa, koliko čudovišta? Da li bi trebalo da ceo svet bude pun milijardama čudovišta?" Ne, želimo jedno ili dva čudovišta na ekranu u bilo kom trenutku. To me privlači. Nije previše lako, nije previše teško. Sve ovo je veoma moćno. Ali mi smo u virtuelnom svetu; nisu to prave kutije. Tako da možemo da činimo neke prilično neverovatne stvari. Gledajući sve te ljude kako otvaraju kutije, primećujemo da kad ljudi stignu do nekih 13 od 15 pita, njihova percepcija se menja i postaje im pomalo dosadno. Ne odnose se racionlano prema verovatnoći. Misle da igra nije fer. Ne daje mi moje poslednje dve pite. Odustajem. Da su to prave kutije, ne bismo mogli mnogo da uradimo, ali u igri možemo reći, "Dobro, u redu". Kada stignete do 13 pita, imate 75% šanse da sada dobijete pitu. I dalje ste uključeni. Pogledajte šta ljudi rade - prilagode svet da se poklapa sa njihovim očekivanjem. Naše igre ne rade ovo uvek. A jedna stvar koju sigurno sada rade je da, ako ste dobili super predmet sa 0.1% šanse, one će osigurati da se još neki takav predmet neće pojaviti poduže vreme kako bi se zadržala vrednost i posebnost.
And the point is really that we evolved to be satisfied by the world in particular ways. Over tens and hundreds of thousands of years, we evolved to find certain things stimulating, and as very intelligent, civilized beings, we're enormously stimulated by problem solving and learning. But now, we can reverse engineer that and build worlds that expressly tick our evolutionary boxes. So what does all this mean in practice? Well, I've come up with seven things that, I think, show how you can take these lessons from games and use them outside of games. The first one is very simple: experience bars measuring progress -- something that's been talked about brilliantly by people like Jesse Schell earlier this year. It's already been done at the University of Indiana in the States, among other places. It's the simple idea that instead of grading people incrementally in little bits and pieces, you give them one profile character avatar which is constantly progressing in tiny, tiny, tiny little increments which they feel are their own. And everything comes towards that, and they watch it creeping up, and they own that as it goes along.
Poenta je zapravo da smo se razvili da imamo razna zadovoljstva iz sveta. Desetinama, stotinama hiljada godina smo se razvijali da neke stvari doživimo kao stimulativne, i kao veoma inteligentna i civilizovana bića, u velikoj meri nas stimuliše učenje i rešavanje problema. Ali sada, možemo da obrnemo proces i da gradimo svetove koji direktno utiču na te naše osobine. Šta sve ovo znači u praksi? Pa, ja sam došao do sedam stvari za koje mislim da pokazuju kako možete ove lekcije iz igara preneti na svet van igara. Prva je veoma jednostavna: indikator iskustva koji meri napredak - nešto o čemu su ljudi poput Džesija Šela odlično pričali početkom godine. Već se primenjuje na Univerzitetu u Indijani, u Americi, i nekim drugim mestima. Ideja je da, umesto da postepeno ocenjujete ljude u delovima, date im profil jednog lika koji konstantno napreduje putem sitnih, sitnih stepena koji ljudi doživljavaju kao svoje. I sve ide u tom pravcu i oni gledaju kako se pomera i poseduju ga.
Second, multiple long and short-term aims -- 5,000 pies, boring, 15 pies, interesting. So, you give people lots and lots of different tasks. You say, it's about doing 10 of these questions, but another task is turning up to 20 classes on time, but another task is collaborating with other people, another task is showing you're working five times, another task is hitting this particular target. You break things down into these calibrated slices that people can choose and do in parallel to keep them engaged and that you can use to point them towards individually beneficial activities.
Drugo, mnogi dugoročni i kratkoročni ciljevi - 5000 pita, dosadno, 15 pita, zanimljivo. Dajete ljudima mnogo različitih zadataka. Zadatak je da se uradi 10 ovih pitanja, ali sledeći zadatak je da se pojavite na 20 časova, sledeći je da radite zajedno sa drugim ljudima, naredni je da prikažete svoj rad pet puta, naredni je da stignete do određenog cilja. Razložite stvari na odmerene delove koje ljudi mogu da biraju i rade paralelno da bi i dalje bili angažovani a koje vi koristite da ih navedete ka aktivnostima koje su im individualno korisne.
Third, you reward effort. It's your 100 percent factor. Games are brilliant at this. Every time you do something, you get credit; you get a credit for trying. You don't punish failure. You reward every little bit of effort -- a little bit of gold, a little bit of credit. You've done 20 questions -- tick. It all feeds in as minute reinforcement.
Treće, nagradite napor. To je vaš faktor od 100%. Igre su fantastiče u ovome. Svaki put kad nešto radite, dobijete nagradu za pokušaj. Ne kažnjava se neuspeh; nagrađuje se i najmanji napor - pomalo zlata, pomalo nagrada - uradili ste 20 pitanja - tik. Sve funkcioniše kao instant ojačanje.
Fourth, feedback. This is absolutely crucial, and virtuality is dazzling at delivering this. If you look at some of the most intractable problems in the world today that we've been hearing amazing things about, it's very, very hard for people to learn if they cannot link consequences to actions. Pollution, global warming, these things -- the consequences are distant in time and space. It's very hard to learn, to feel a lesson. But if you can model things for people, if you can give things to people that they can manipulate and play with and where the feedback comes, then they can learn a lesson, they can see, they can move on, they can understand.
Četvrto, povratna informacija. Ovo je izuzetno bitno, a virtuelni svet je očaravajuće dobar u tome. Ako pogledamo neke od najtežih problema u svetu danas, o kojima slušamo neverovatne stvari, ljudima je veoma teško da nauče ukoliko ne mogu da povežu posledice sa delima. Zagađenje, globalno zagrevanje, posledice svih tih stvari su daleke u vremenu i prostoru. Veoma je teško naučiti da osetimo lekciju, ali ako uobličimo stvari, ako ljudima damo stvari koje su opipljive i kojima mogu da se igraju i od kojih imaju povratnu informaciju, onda mogu da nauče lekciju, da vide, da napreduju, razumeju.
And fifth, the element of uncertainty. Now this is the neurological goldmine, if you like, because a known reward excites people, but what really gets them going is the uncertain reward, the reward pitched at the right level of uncertainty, that they didn't quite know whether they were going to get it or not. The 25 percent. This lights the brain up. And if you think about using this in testing, in just introducing control elements of randomness in all forms of testing and training, you can transform the levels of people's engagement by tapping into this very powerful evolutionary mechanism. When we don't quite predict something perfectly, we get really excited about it. We just want to go back and find out more.
I peto, element nesigurnosti. Ovo je neurološki rudnik zlata, ako hoćete, jer poznata nagrada uzbuđuje ljude, ali ono što ih stvarno podstiče je nesigurna nagrada, ona koja se javlja na određenom stepenu nesigurnosti, za koju ne znaju da li će je dobiti. Tih 25%. To stimuliše mozak. I ako razmišljate o korišćenju ovoga u testovima, o tome da uvedete kontrolisane elemente nasumičnosti u sve vrste testiranja i treninga, možete kod ljudi promeniti nivoe angažovanosti tako što ćete se umešati u ovaj moćni evolutivni mehanizam. Taj da se veoma uzbudimo oko nečeg što ne možemo savršeno da predvidimo. Samo želimo da se vratimo i saznamo više.
As you probably know, the neurotransmitter associated with learning is called dopamine. It's associated with reward-seeking behavior. And something very exciting is just beginning to happen in places like the University of Bristol in the U.K., where we are beginning to be able to model mathematically dopamine levels in the brain. And what this means is we can predict learning, we can predict enhanced engagement, these windows, these windows of time, in which the learning is taking place at an enhanced level. And two things really flow from this. The first has to do with memory, that we can find these moments. When someone is more likely to remember, we can give them a nugget in a window. And the second thing is confidence, that we can see how game-playing and reward structures make people braver, make them more willing to take risks, more willing to take on difficulty, harder to discourage. This can all seem very sinister. But you know, sort of "our brains have been manipulated; we're all addicts." The word "addiction" is thrown around. There are real concerns there. But the biggest neurological turn-on for people is other people. This is what really excites us. In reward terms, it's not money; it's not being given cash -- that's nice -- it's doing stuff with our peers, watching us, collaborating with us.
Kao što verovatno znate, neurotransmiter koji je u vezi sa učenjem zove se dopamin. Povezan je sa ponašanjem traženja nagrade. Nešto veoma uzbudljivo počinje da se dešava na primer na Univerzitetu u Bristolu, u Velikoj Britaniji, gde počinjemo da matematički oblikujemo nivoe dopamina u mozgu. To znači da možemo da predvidimo učenje, da predvidimo povećano angažovanje, te vremenske periode kada se učenje dešava na povišenom nivou. Iz ovoga proizlaze dve stvari. Prva ima veze sa pamćenjem, da možemo pronaći ove trenutke. Kada neko ima više šanse da se seti, dajemo mu nagradu u nekim trenucima. Druga stvar je sigurnost, vidimo kako igranje igara i struktura nagrada čine ljude hrabrijima, voljnijima da se upuštaju u rizike, da se bore sa teškoćama, teže ih je obeshrabriti. Sve ovo može da izgleda veoma opako. Znate, kao "Našim mozgovima se manipuliše, svi smo zavisnici". Koristi se reč zavisnost. Tu postoje ozbiljne brige. Ali ono što na neurološkom nivou najviše uzbuđuje ljude su drugi ljudi. To nas stvarno podstiče. U terminima nagrada, to nije novac, nije dobijanje gotovine - to je lepo - nego kad radimo nešto sa drugima, kada nas posmatraju, kada sarađujemo.
And I want to tell you a quick story about 1999 -- a video game called EverQuest. And in this video game, there were two really big dragons, and you had to team up to kill them -- 42 people, up to 42 to kill these big dragons. That's a problem because they dropped two or three decent items. So players addressed this problem by spontaneously coming up with a system to motivate each other, fairly and transparently. What happened was, they paid each other a virtual currency they called "dragon kill points." And every time you turned up to go on a mission, you got paid in dragon kill points. They tracked these on a separate website. So they tracked their own private currency, and then players could bid afterwards for cool items they wanted -- all organized by the players themselves. Now the staggering system, not just that this worked in EverQuest, but that today, a decade on, every single video game in the world with this kind of task uses a version of this system -- tens of millions of people. And the success rate is at close to 100 percent. This is a player-developed, self-enforcing, voluntary currency, and it's incredibly sophisticated player behavior.
Želim da vam ispričam kratku priču o 1999. godini - o video igri "Everquest". U njoj su postojala dva ogromna zmaja i trebalo je da se udružite da biste ih ubili - 42 ljudi - do 42 da bi se ubili ovi zmajevi. To je problem, jer su oni za sobom ostavljali dva ili tri dobra predmeta. Igrači su ovom problemu prišli tako što su spontano pronašli sistem međusobne motivacije, pošteno i otvoreno. Oni su jedni drugima plaćali virtuelnom valutom koju su zvali poenima za ubijanje zmaja. I svaki put kad biste se pojavili u nekoj misiji, plaćali bi vas poenima za ubijanje zmaja. To su beležili na posebnom veb sajtu. Pratili su sopstvenu privatnu valutu, a igrači su kasnije mogli da se nadmeću za kul predmete koje su želeli - to su sve organizovali sami igrači. Ovaj zadivljujuć sistem nije funkcionisao samo u ovoj igri, nego danas, deset godina kasnije, svaka igra na svetu sa ovakvom vrstom zadatka koristi neku varijantu ovog sistema - desetine miliona ljudi. A nivo uspešnosti je blizu 100%. Ovo je dobrovoljna, samoprimenljiva valuta, koju su razvili igrači, i to je veoma sofisticirano igračko ponašanje.
And I just want to end by suggesting a few ways in which these principles could fan out into the world. Let's start with business. I mean, we're beginning to see some of the big problems around something like business are recycling and energy conservation. We're beginning to see the emergence of wonderful technologies like real-time energy meters. And I just look at this, and I think, yes, we could take that so much further by allowing people to set targets by setting calibrated targets, by using elements of uncertainty, by using these multiple targets, by using a grand, underlying reward and incentive system, by setting people up to collaborate in terms of groups, in terms of streets to collaborate and compete, to use these very sophisticated group and motivational mechanics we see. In terms of education, perhaps most obviously of all, we can transform how we engage people. We can offer people the grand continuity of experience and personal investment. We can break things down into highly calibrated small tasks. We can use calculated randomness. We can reward effort consistently as everything fields together. And we can use the kind of group behaviors that we see evolving when people are at play together, these really quite unprecedentedly complex cooperative mechanisms. Government, well, one thing that comes to mind is the U.S. government, among others, is literally starting to pay people to lose weight. So we're seeing financial reward being used to tackle the great issue of obesity. But again, those rewards could be calibrated so precisely if we were able to use the vast expertise of gaming systems to just jack up that appeal, to take the data, to take the observations, of millions of human hours and plow that feedback into increasing engagement.
Želim da završim predlažući nekoliko načina na koje ovi principi mogu da se prošire u svetu. Počeću sa poslovanjem. Mislim, viđamo neke od velikih problema u stvarima kao što su biznis, recikliranje i ušteda energije. Viđamo pojavu izuzetnih tehnologija kao što su merači energije. Gledam to i mislim, da, možemo otići mnogo dalje s ovim, dozvoljavajući ljudima da postave ciljeve, postavljajući odmerene ciljeve, koristeći elemente nesigurnosti, koristeći više ciljeva, koristeći sistem implicitnih nagrada i motivacije, podstičući ljude da sarađuju u grupama, ulicama, sarađuju i takmiče se, da iskoriste ove veoma prefinjene grupne i motivacione mehanizme. Kad govorimo o obrazovanju, možda najočiglednije možemo da preoblikujemo način na koji angažujemo ljude. Možemo ponuditi ljudima kontinuitet iskustva i lične investicije. Možemo razložiti stvari na veoma specifične male zadatke. Možemo koristiti proračunatu nasumičnost. Možemo stalno nagrađivati napor kako se stvari uklapaju. I možemo koristiti grupna ponašanja koja se razvijaju kada ljudi igraju zajedno, te složene mehanizme saradnje koji se potpuno bez presedana. Vlada, pa pada mi na pamet da američka vlada, pored drugih, bukvalno počinje da plaća ljudima da smršaju. Dakle vidimo da se finansijska nagrada koristi za tretiranje ogromnog problema gojaznosti. Ali opet, te nagrade mogu precizno da se odrede kad bismo mogli da koristimo veliku stručnost sistema igara da bismo samo to pokrenuli, da skupimo podatke, skupimo posmatranja miliona ljudskih sati da bismo utkali tu povratnu informaciju u povećanje angažovanosti.
And in the end, it's this word, "engagement," that I want to leave you with. It's about how individual engagement can be transformed by the psychological and the neurological lessons we can learn from watching people that are playing games. But it's also about collective engagement and about the unprecedented laboratory for observing what makes people tick and work and play and engage on a grand scale in games. And if we can look at these things and learn from them and see how to turn them outwards, then I really think we have something quite revolutionary on our hands.
Na kraju, ta reč, angažovanje, je ono s čim želim da vas ostavim. Kako individualno angažovanje može da se transformiše psihološkim i neurološkim lekcijama koje možemo naučiti iz posmatranja ljudi koji igraju igre. Ali radi se i o kolektivnoj angažovanosti i jedinstvenoj laboratoriji za posmatranje toga šta ljude podstiče da rade i igraju i da se angažuju u velikoj meri u igrama. I ako možemo da posmatramo ove stvari i iz njih učimo i vidimo kako da ih iskoristimo, onda mislim da imamo nešto revolucionarno u rukama.
Thank you very much.
Mnogo vam hvala.
(Applause)
(aplauz)