Today I am delivering a short session as part of the Open University’s pre-conference development workshop for scholars of Critical Management Studies, aimed specifically at early career researchers and PhD students. I’m particularly excited about being able to present, side-by-side, games promoting social change from 2018 (Who’s She by Playeress), and from 1908 (Suffrageto, sold by the WSPU).
Gamification is a current popular trend in HE. While there are many examples of poor or even unethical gamification, research has indicated that games offer a productive mechanism for cognitive learning, and even that the affective potential of games can help students develop valued graduate attributes. Drawing on Huizinga’s (1932) argument that play precedes culture, we can also identify playful behaviour within a wide variety of seemingly sacred social contexts (e.g. law courts), and particularly in the development of knowledge through wordplay and social competition. Office politics or the ‘game playing’ of career oriented behaviour is one such example! The way in which scholars publish, critique and challenge each other’s ideas to advance knowledge is an advanced form of this game-playing instinct.
So why should we keep games out of the classroom? Many teaching contexts continue to rely on information delivery based on talk and writing, with perhaps some limited discussion. This is then supported by independent learning using a variety of techniques, which may be supported or unsupported by institutional training. While many students have become highly proficient in this method through prior experience, it does not come naturally. By contrast, playing games does. The main challenge to such adoption lies in discovering or developing games which promote the designed learning outcomes. I call these ‘intended gaming outcomes’.
Follow the links if you would like to download the slides and handouts from the session.
This summer I was privileged to attend the Standing Conference on Organisational Symbolism to present the collaborative work I have been developing with colleagues elsewhere in Europe on how the playing of games support learning in entrepreneurial communities. The broader theme of the conference was Wabi-Sabi, or the Japanese aesthetic philosophy which privileges imperfection, impermanence and restraint. This aesthetic is most commonly associated with the traditional Japanese tea ceremony, yet is also significant throughout Japanese culture.
A number of presentations explored how this particular aesthetic manifests in an interest in setting aside differences in power and position in the interests of employee well-being, whether through the promotion of particular values or activities which might often be excluded from everyday business. The long association of Japanese manufacturing and lean production methods might initially seem to contradict such messages, and a range of scholars explored how contemporary types of organising often focus on extreme mechanised and documented perfection, enforced by technological surveillance systems. However, AGILE methodologies were also questioned as unsuccessful revolutions in employee management, too successful to live up to the romantic aspirations of their founders.
As yet, there are few conclusions to the questions provoked by these cultural conundrums. However, the range of studies presented there are likely to contribute towards ongoing theorising about the impact and potential of cultural awareness in both the practical organising of business and the study of its operations. If I took away one useful message from this event, it was that thinking about how cultural business practices can be represented by artistic themes can be highly thought provoking!