Two recent articles from The New York Times illustrate why, for innovation to work, you need to keep updating your playbook.
Serious Games And Biochemical Research
When a team of researchers at the University of Washington wanted to unlock the puzzle of protein folding – a complex process that moves faster than we can observe – they decided to crowdsource the investigation. The team posed the question as a serious game, a medium that sometimes produces better answers than what people normally envision as the process of crowdsourcing.
Instead of just throwing out the question (How do our bodies build these proteins?) to an anonymous audience that may or may not have been motivated to answer it, the researchers built a game, Foldit, that simulated the protein-building process. The motivations were no different than any game: the satisfaction of beating the game at some level; the score that both rewards you for your current level of accomplishment and dares you to do better; the public standings that inject another level of competition beyond beating your last score. Humans can be very competitive creatures, even when the only rewards are intangible, which is why certain types of serious games often stimulate more participation than other approaches to a problem. (Check out the book Drive by Daniel Pink for one explanation of this behavior.)