Jeroen Meij and Jeroen Pastoor
Then we investigated research about gamification theories. Why are games often so successful at motivating players?
Medina( 2005) gives an overview of research on the topic, among others based on learning motivation research by Mitchell( 1993) and Malone( 1987). Ryan and Deci’ s( 2000) self determination theory is largely congruent with the findings of Pink. Malone and Lepper’ s( 1987) Intrinsic motivation theory adds the notion that Intrinsic motivation is enhanced by surprises, control, choice, power and the individual balance between skills and challenges. Clark( 2007) summarises research on this question in seven main factors. If we combine these factors with the previously mentioned observations by Medina we find some overlap( Autonomy and Purpose / goals) but also find some potentially interesting factors we could add:
• Intrinsic motivation( and the balance between intrinsic and extrinsic motivation)
•( Building) Self confidence( by scaled design and self reflection opportunities)
• Challenge( by scaled design, enough challenge for early success, Individual balance between skills and challenges and a gradual increase in challenges)
• Feedback( seeing your progress as you move towards your goal)
• Social( social approval or disapproval by people who matter to you) Several observations from Brady( 2002) helped us to place the ideas in a centralised vs. decentralised context.
2.3 From monitoring to acceleration
The next challenge was to implement at least some of these motivators in the monitoring infrastructure, so municipalities would be motivated to participate. From our review of motivational literature we arrived at the following shortlist of motivational factors of which we have tried to integrate the first five in the monitoring framework:
• Purpose
• Autonomy
• Mastery
• Build confidence and challenge
• Social approval
• Get money out of the way
Purpose is likely to be perceived by engaging municipalities in a Central‐Local partnership and by anticipating the outcomes of the changes, providing evidence that changing is beneficial on a local level( too). Also the benefits on a central level should be made clear.
Autonomy( related to Empowerment) is achieved by allowing every municipality to decide on their own path to realisation, allowing actors to act in alignment with the local situation. Furthermore coaching is provided on a local basis. Feedback mechanisms have to be put in place which provide feedback during the process on an actionable level.
Mastery can be achieved by providing municipalities the opportunity to excel. Among other things, local performance is measured and local feedback is given. Also performance is( mildly) compared on a central level. Through active participation, well performing municipalities could guide others and help to develop the knowledge needed.
Build confidence and challenge: municipalities are guided through the process step by step, new information and challenges are offered when they reach the next step. Coaching provides self reflection opportunities.
Social approval: municipalities are enabled and stimulated to help colleagues in peer groups, giving them the opportunity to perform an example role.
Get money out of the way( related to Subsidiarity and Empowerment): of course, it helps to a large extent when some way of funding is provided to support the changes on a local level
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