Game Break

[UNDER CONSTRUCTION]

A videoconference platform gaming integration that leverages the connective power of gaming to bring work teams closer together.

This was my Master's capstone project, sponsored by Xbox.
I presented this project to Microsoft EVP of Gaming, Phil Spencer

Concept Video
Final Report
Prototype

Summary

PROBLEM

The shift to remote work has made it more difficult to connect on a personal level with teammates although remote or hybrid work models are likely here to stay. Tech Pragmatists is excited to explore how the connective power of virtual gaming might be applied to remote work environments.

METHODS

Round 1:

  • Literature Review
  • Market Analysis
  • Survey
    • Descriptive Analytics
  • Interviews
  • Case Study
  • Low Fidelity Prototyping

Round 2:

  • Interviews
  • Concept Value Tests
  • Focus Groups

Scoping / Iteration:

  • Crazy 8’s (brainstorming)
  • Storyboard
  • High Fidelity Prototyping

Round 3:

  • Interviews
  • Concept Value Tests
  • Focus Groups

RESEARCHERS

Team: Tech Pragmatists

  1. Anton Sirotin — Researcher
  2. Aryan Porwal — Designer
  3. Ivan Khrulenko — Designer / Generalist
  4. Linda Martinez — Researcher

MY RESPONSIBILITIES

  • Conducted primary & secondary research
  • Designed, scoped, conducted, and analyzed quantitative & qualitative studies.
  • Co-wrote Final report
  • Presented to Executive Vice President of Gaming, Phil Spencer.
  • Presented to Microsoft Teams directors of design and PM.

SOLUTION

We developed a videoconference-gaming integration that leverages Microsoft Azure, Teams, and Xbox infrastructure and delivers engaging gaming experiences to help create and foster interpersonal relationships in a professional setting.

Our deliverables included

  1. Concept Video
  2. High Fidelity Prototype
  3. Final Project Report
    • Design Recommendations

Background

The problem of psychological climate and personal relationships in virtual working teams became especially important with the transition of organizations to fully virtual work due to the coronavirus pandemic. Lack of face-to-face communication, travel restrictions, and, for many, transition to completely new, technology-based, work processes impacted team productivity and morale, as well as the emotional sphere and mental health of individuals.

As we approach the conclusion of the pandemic it becomes evident that remote and hybrid work environments become the “new normal” for many teams and organizations. The problem of maintaining team cohesiveness and internal climate will not disappear post COVID-19.

Research Round 1

Our formative research was conducted to better understand the target audience and the problem space. The research methods we selected were strategically chosen for their effectiveness in working towards further scoping our project and answering our research question.

Methods:

  • Literature Review
  • Market Analysis
  • Survey
    • Descriptive Analytics
  • Interviews
  • Case Study
  • Low Fidelity Prototyping

Key Findings:

  1. 69% of survey respondents said it was very important for them to feel connected to their work team.
  2. Only 47% of survey respondents currently satisfied with their level of social connection since remote work.
  3. Interviews found participants are missing serendipitous interactions having to schedule social interactions creates a barrier.
  4. Interview Participants also shared that virtual social interactions feel awkward.
  5. Literature review found that playing video games cooperatively increased empathy and cohesion within groups regardless of how long a game is played.
  6. A variety of products are currently looking to solve the problem of social disconnection through social virtual collaboration spaces.
  7. Workplace gaming specifically is not currently being addressed by any existing products

Research Round 2

The goal for this round of research was to get feedback on and validate our design direction of a virtual environment being used to to build interpersonal connections by facilitating game play. We also wanted to gain insights to inform design decisions and the direction of the virtual environment. This was accomplished through focus groups and interviews which included embedded activities.

Research questions:

  1. What would the virtual environment look like?
  2. Who would be in the virtual environment?
  3. How would individuals be expressed in the virtual environment?
  4. What activities would be available in the virtual environment?
  5. How would the virtual environment integrate into the workday? 

Methods:

  • Interviews
  • Concept Value Tests
  • Focus Groups
  • Brainstorming
  • Storyboard

Key Findings:

  1. Overall, participants responded positively to the concept of a gamified virtual environment that facilitates group game play.
  2. Focus group participants across both sessions gravitated toward game rooms and game-related activities.
  3. Most participants expected gaming experiences to be no longer than 20 minutes.
  4. The two-dimensional virtual environment primed participants toward gaming slightly more than the three-dimensional environment, which elicited additional productivity-related use cases.
  5. Focus group participants prioritized content and user experience over realism.
  6. Envisioned using virtual environments with immediate work teams of 6-15 people.
  7. Envisioned using the virtual environment during existing meetings in the beginning, middle, or end, or even having meetings exclusively for it.
  8. Liked the idea of competitive games as individuals or teams with a particular interest in Trivia. 
  9. Use the virtual environment to replace water cooler chat for things like updating each other about personal lives, and current events. 
  10. Personalization was a highly desired element through customization of an avatar and the ability to create their own space within the virtual environment.

High Fidelity Prototype

Research Round 3

This round of research was focused on evaluating our final Game Break design concept. We were looking to see how interpersonal relationships could be strengthened among distributed team members by integrating gaming into their work activities. We spoke to working professionals who are on distributed or hybrid teams and use video conferencing tools like Zoom or Microsoft Teams for work. 

Research questions:

  1. How should virtual gaming integrate into teams’ workflow?
  2. What types of games would be preferred to play with team members and what level of cooperation/competition is desired?
  3. How would integrating virtual gaming into a team’s workflow impact interpersonal relationships?
  4. What are users’ thoughts and impressions of this type of gaming integration into a meeting context?

Methods:

  • Interviews
  • Concept Value Tests
  • Focus groups

Key Findings:

  1. Overall, almost all participants responded positively to a meeting integration concept and the Game Break prototype in particular for building team connection.
  2. Almost all participants stated Game Break would be a significant improvement in, or addition to, their teams’ current methods of social connection.
  3. All participants stated they would like to see a wide range of available game types and titles to accommodate different cultures, meeting contexts, and individual preferences without being overwhelmed and slowing down game selection
  4. Although most participants enjoyed the AI component of game selection, a few participants expressed some concern over the extent of AI/ML involvement.
  5. It’s not just the gameplay itself that builds connections, but the conversations that arise during and after gameplay. 
  6. Games should be inclusive and accessible with a low barrier of entrance so that anyone can play and enjoy regardless of their previous experience.
  7. Game setup should be quick and democratic. 
  8. Winner recognition following gameplay should be quick and not distract from the meeting resuming. 
  9. All participants were reported being highly likely to recommend Game Break to a friend or colleague.