By playing Clash of Clans is there any benefit?

How can online video games as a source of learning or management experiment? Such are the stakes of this post, you will discover that behind this “game” lies a true managerial dimension which can be broken down into principles and management practices that can inspire managers and companies in the work environment?

Who says video games made idiot? 

does-video-games-make-you-smart?

 

 

 

Clash Of Clans? 
To start from the beginning, it is important to know what the famous “clash of clans”

This is an online strategy video game that can be played solo or in multiplayer mode. It is this dimension that will interest us today.

The goal is to build a fortified village, and to expand based on a dynamic of creation and exploitation of its resources (gold and elixir) and / or attacks on villages to other players plunder these same resources. It is, therefore, necessary for it to establish, train and develop the fighting units. Each will make personal choices among the defensive aspect of his personal strategy or a dynamic all-out attack.

The “clan” mode allows players to group (up to 50) to go on a collective campaign against other clans, which allows everyone to progress in the game, and the clan itself to advance collective standings.

What this “game” can it be a “management experience”? Simply because to be truly “effective”, it has to respect the principles that can inspire a team much management experience, and that will make all the difference between winning teams in the duration and other.

 

SHARING A “VISION” CLAN

The game: The creator of a Powerful clan: has a clear vision of what he wants to do. A clan Will aggregate the individual and collective Capacities. Here the sum of individual interests is not enough; This is the perpetual wanderings from one clan to Reviews another year with instability That destroys Any performance in the medium and long term. BUILD SHARED VALUES VISION has around Becomes a founding and unifying element in time. Participants not only shared wins and / or Losses, a way of being white goal together. So beyond to Develop and build a vision, the challenge Will Be to share and to live in good times in order Aussi The Most difficult times. Only a Federal VISION That Brings together and participants can Overcome critical phases.

 

The management and the company:

Define, develop, communicate, share and live a carrier vision of ambition and clear values is a real challenge, but also a dimension of a quite incredible power to unite and motivate the long term. Without it, the company’s stakeholders are individuals who will never form a team, and in the medium term, performance and motivation that are likely to fade.

The key question:

Does your team, your company, a clear VISION brings together actors in a united team, united and solidary performance certainly around, but also VALUES? .

RECRUITING

The game:

Recruiting is a challenge … just reap the victories of the clan to see an influx of requests for integration into the clan (limited to 50 players). Indeed, the victories, the resources, and reaped issues attract attention and lusts and very different players.

Indeed, who recruit? very strong profiles? becoming profiles? which has player style? hotheads who can do great deeds for out of sticky clan wars, but can just as blow the clan? It is a delicate art because it is necessary to find balance. Merely one profile is a great danger because the team around in circles. Multiply diversity means taking the risk of dispersing the team because no one is found … Similarly, it will manage the egos because to get the “big boys” is also sometimes cause seizures from “old big boys” or even departures.

The management and the company:

Recruitment is increasingly tricky because you have to articulate many complementary dimensions (skills, knowledge, life skills, etc …) which alone can ensure cohesive teams and lasting performance.

The key question:

WHO and HOW do you recruit? Experts already trained and efficient? Beginners become? What are your recruitment criteria: only on the expertise and also knowledge be? What is your method for recruiting? Recruiting? That detects talents? …

INTEGRATE

The game:

Embed is another art, as some hired come just to seek resources, benefit from the advantages of the clan without giving in return … Others may have very strong profiles, but they do not integrate socially, which will penalize in the highlights. Integrate is a very delicate phase; because a failure in a “clan war” can permanently change the outcome of the battle … Coexisting old and new, promote exchanges, is the challenge of this phase … In the successful integration, the ability is played Clan to set up a hard, stable and reliable kernel that will ensure the cohesion and performance over time.

The management and the company:

It appears that if recruitment has become an art increasingly close, the integration is too often overlooked, appearing as “obviousness”, especially as a stage where “the hardest (recruitment) is done.” Or … a lot are played in the first three months … Both on the skill level of knowledge as being …

The key question:

How and integrates new people in your team, in your company? Is there a logic of “sponsorship”, “accompaniment” during integration? And if this period is, what’s important: the economic performance? the ability to integrate new knowledge, to respect the methods of your business? the ability to integrate into the team? Is there a follow these integrations?

LOYALTY

The game:

Ah, loyalty !!! Talk about this to the younger generation, which is more in a collective game … It is so easy to leave his team to go in another and to wander endlessly without asking her nowhere suitcases, take the best anywhere without arising, take every clan … But there is no medium to long term SUCCESS for a clan without a stabilized core … It is here that the VISION and VALUES are the keys. Indeed, all the clans will offer more or less to gain resources and develop his village staff. But those who share the vision and values will be those who will retain long-term since the exchange and loyalty will make sense …

The management and the company:

Loyalty is one of the key themes today. How many managers from beginners, bring skills and expertise, and, having trained experienced professionals see them fly to other lands and feel to spend their time training for other companies? He .. is important to determine the personal and individual levels that can retain individuals within the business under penalty again and again beginners training …

The key question:

What are the levers you use with your teams to retain key players? What is your strategy to allow the best view to sustainably within your company?

IMPLEMENTING HIERARCHY

The game:

In the game, the hierarchy is relatively short. A clan will consist of 50 members (maximum) in total. The hierarchy is as follows: Chief, Deputy Chief and member Ainé. Each level has “powers” more or less extensive, ranging from the ability to convey general messages to the ability to recruit and above all to exclude members. In addition, the “Head” can delegate responsibilities to his deputies (animation subgroups within the clan organization of Clan Wars, etc …). If it is short the hierarchy sometimes wakes old demons individual research “title”, “positioning” or “power.” It’s amazing when things do not go as planned, as this still very symbolic dimension can lead to endless debates or vexations quite phenomenal. The head of the clan must be vigilant in this hierarchy because, beyond the crisis susceptibility and symbol, the clan can not the only manager. It is important to find assistant chiefs trusted, reliable, and who share the famous vision mentioned above, failing which the clan blow to the 4 corners of the game servers …

The management and the company:

The company is also a hierarchical world that plays with issues of power and especially the representations of power. The question that drives a manager and a leader more revolves around the fact of who wants to progress in the hierarchy, and especially what to do … Simple personal ambition? The desire to have power or to approach the supreme power? Want to advance his team? Being in its superior service? All these questions are sometimes (often?) Distract people from the real purpose of the company: progress, customer satisfaction and be vigilant over its competitors. The choice of the “right people” the right positions is a delicate and subtle art …

The key question:

How are selected, appointed, hired your managers? We see (unfortunately) most of the time, they are for technical capacity, or worse, seniority … It’s rare, but it is beginning to establish that companies reflect on a real dynamic linking proven managerial skills with an appointment to a managerial position. This fact makes us wonder about the real interests of business performance …

DISCIPLINE, METHODOLOGY, DISCIPLINE

The game:

Without rigor, method and discipline, impossible to win a collective clan war. Coordinate 15, 20 or more players calls for precision. Unless you come across a clan that is way below his level (what will happen less and less frequently as the game pits clans substantially equivalent force) if everyone does not respect the instructions … this may turn the rout. Here, coordinators, facilitators have a key role not only to define who attack and how but also to give good advice that can win the maximum points. It is here also that began the great moments of happiness or tantrums seeing anyone do anything … Not easy when manager all these people at a distance and very independent with profiles and varied motivations.

The management and the company:

The issue of rigor and application of methods in business is a debate (almost) endless … To put it simply (and caricatured) we have on one side the supporters of general application methods without interpretation, jack initiatives, and improvisations. If everyone applies the process carefully, everything will go perfectly. The most extreme advocates of this position even put forward the fact that the only disruption factor and the human being, even that man shall be only application instructions, methods, and processes.

On the other side of the spectrum, we find the followers of improvisation, the permanent initiative that highlight unique added value of each human actor in performance. On this side, the important thing is not to stifle creativity, not to put too strict frameworks and leave the methods (or lack thereof) to the discretion of each.

It goes without saying that these two options are not viable in the long term and that we must find a compromise, a necessarily unstable equilibrium and should be reassessed over time to ensure a performance that will be based on the methods and framework shared, and a capacity of each to take initiatives. This balance requires real teamwork to achieve this balance which combines rigor and ability to accompany each in his ability to make the right moves, and innovate wisely.

The key question:

How to articulate yourself, within your team these two dimensions of the frame of the processes and methods (or behaviors) and the capacity left to each (individually or collectively) to innovate and take initiatives? Most companies fail to clarify the appropriate links and lose, thus, performance …

CREATE COHESION

The game:

Without cohesion, implode clans. The freedom of the players is such that some leave several clans in the same day … That is, the level of volatility … The cohesion will be played through two components: the ability to put each in the relationship with others and especially the creation of a hard core of players who will unite the others around them. The linking is done through exchanges taking place on chat clan. More players exchanged over the relational dimension takes force. The core when with him must be stable and managed because it is he who can (will) create different affinities between radically different styles of players, but which can become complementary if they are well coordinated.

The management and the company:

Cohesion is not played in the victory but is experienced (in the literal sense, that is to say, as an ability to prove) in difficult times, even crisis. Generally companies care about cohesion when it is too late … that is when relationships are crumbled when performance is at half mast. Cohesion is working at the establishment of a team and then each day. It is a work in the long term because it is a highly unstable equilibrium which can be challenged by an amazing number of internal or external factors.

The key question:

What unites around your team? The trade, the relationship between people, shared values, a desire to perform? If you do not have the answer to this question, you are in danger …

THE MANAGER HIGHLIGHTS

The game:

Within the “clash of clans”, the highlight is … the war of clans. It was at that moment that plays the best (or worst) of the collective. Play all 15, 20 or 30 players is a challenge … If the preparation is not superior to the action, it is an essential element. Prepare everyone in the choice of its defenses, its armies, its strategy of attack, etc … It is amazing to see how the briefings are used in clash of clans … What is your goal (1, 2 or 3 stars ?) How are you going to take you there? Have you been vigilant in relation to ..? etc … This is the highlight of the Head of the capacity is measured and Deputy Heads of giving motivation, good advice, coordination, etc … or not … The ability to mobilize the players (each come well achieve its 2 24 attacks), sometimes made the difference against clans who are stronger. Also, be aware manage euphoric as those that stress (who said that it was only a game?) …

The management and the company:

The management of the highlights is a real problem today because the real question for managers and leaders is: where are the weak time? Indeed, in the quest required (required in certain sectors) permanent research performance, continuous improvement of results and productivity, the company in the presence of time has (sometimes) turned into permanent highlights. However, no individual or group of people can not be in a situation of permanent outperformance. The physical and mental reality of an individual is the need to articulate the highlights and low times. There are no first without the second …

The key question:

If, as a leader or manager you are not actively managed the strong and weak beats, you can be sure of one thing that we have found for more than 15 years: people will take time low (sick, burn out, drop in performance, etc …). So ? what are your basic managerial weak beats to create and operate rotations in teams to perform well in the highlights? .

ADVANCE

The game:

Individual progression is one of the keys to the success of a clan. If every player does not progress, the clan will stagnate or even regress. The strongest clans consist in progressively. You do not create a clan of very strong players overnight. It is a kind of myth that young players thinking create ex nihilo a clan of top names. Just as patience and time are the keys to progress individually, they are also at the collective level. If cohesion is in full, transfer of know-how will operate in a “quasi-natural”. We must insist on the “quasi” natural character, as it is the result of “global management” of the clan. It is here that the effects of ingenious recruitment, the successful integration and cohesion will play full effect. Of course individual progression without input or external help is possible. She is just as long. On the contrary, benefit from the advice and guidance of more experienced players is a plus, the value is measured at each progress. Must still accept being accompanied, to say that one does not know everything and that those who are stronger than we have much to teach us. Personal humility is often the key to a meteoric rise …

The management and the company:

Companies are looking more and more people “already formed” and “fully operational” almost instantly. Again, managers and leaders sink body and soul in the mythology of “the individual perfectly suited.” But how is it possible that someone from outside has the skills, know-how and know-being of your team or your company? This is not possible without a quality of integration, and especially a support in time and regular. Learning takes place every day, even for expert profiles, too often neglected in management. However, someone who is not accompanied may no longer move forward and eventually to discourage, or even less performer to leave the company …

The key question:

How is organized and managed the growth of skills within your teams? If it is not active and clear, so you leave the performance to chance … or the goodwill of the people who work with you. Do you take this risk in the world of increasingly competitive where each company will seek 10th Performance Points? …

 

MANAGE demotivation

The game:

Clash of Clans is a bit like golf: it’s complicated and long to start, then there are phases where the pleasure is total and stagnation phases marked or even regression that tend to weigh on the morale of the players, and even make them let go. The individualist tendency (or selfish) the game could lead us to say “not my problem! “. But in the collective dynamic of the clan it is important to establish the famous “hard core” and are not to spend a time to lose players to recruit others, to make them aware of the clan playing modes, etc. … The motivation then manages several levels. Between members of the first clan that if cohesion plays, will be able to restore the motivation through the chat, in a purely relational dynamics. But the strongest players or assistant chiefs are also and above all to advise on the offensive or defensive techniques. It is amazing how, even in a game, the concepts of stagnation or regression have a strong impact on the morale of the participants … Without the inclusion of this effect (progression, more motivation) the clan will disintegrate or be constantly renewed, which will prevent its collective progress over time …

The management and the company:

The motivation is a key element of destruction of performance, both individual and collective. Demotivation managed is often too late, ie when the situation is critical, both in terms of performance than relational. At this level, it demands a true cross-action of the manager and / or the management team that will be based on both technical and managerial rituals. To save the time and energy, it is interesting to intervene well upstream in being attentive and detection of “weak signals”, that is to say, signs that precede these micro-motivation. It is based both on his managerial skills, but above all on the solidarity of the team that weak signals can be collected, analyzed and managed early.

The key question:

What are your contacts within your team or your business that help you and allow you to detect weak signals? Indeed, without this network of close relationship, it is very difficult to detect early signs of demotivation and more random to know which ones to consider and those are only moods, superficial or passengers, and those that indicate a problem.

TRIMMING

The game:

Sure clash of clans is only a game (although …). So why to crop of players ??? And on what occasions “reframe a player”? The most common of all overflows in the chat where some forget all notions of respect and politeness … But the most radical opportunity comes again the highlight of the clan war. In fact, when a player does not respect the orders of attack, strategy, and creates tension on the occasion, the trimming is necessary. Pedagogy and explanation are based: give the meaning of things, tactics, attack orders, etc … But when the explanation is not enough, the exclusion of the clan will be the sanction. Decision not always easy to apply (especially in the context of a game) because not necessarily understood by other members of the team (not necessarily all the ins and outs), and especially that generates quite often wave relational tub dividing the clan from those who do not care, those who think it should be firm and those who think that this is just a game and you have to be cool. The phase trimming or exclusion is a real-time test for the cohesion of the clan. When the clan becomes important and stronger and stronger, the risk of implosion is more present, with risks of splits …

The management and the company:

Ah, management of off-games! What a challenge! Not a company where this theme does not create a number of exchanges, discussions, civilized or tenser. Reframing the penalty, posture manager or officer is far from easy because it must both manage off-person games (behaviors and / or businesses) and at the same time manager of the side effects of its decisions Team. The hesitation is here particularly fatal as the number of direct and indirect actors is high …

The key question:

Cropping a behavior-off games or an inadvertent application of the methods of the company do not constitute in itself an act crédibilisant a manager. Credibility is played on manager’s ability to be able to implement all the managerial skills that range from setting objectives to motivation through the organization and cropping (and many others …) Nevertheless, a failure of this act pivot can lead not only to question his authority but also to segment the team. It is necessary to handle the crop perfectly; Is that you? …

 

GEARING AMBITIONS INDIVIDUAL AND COLLECTIVE

The game:

Clans often implode because of this (non-) relationship between those who want to go fast, move individually in the rankings, those who emphasize the collective, and those who come just to play … Here again, the initial vision and values Clan will be THE major point of articulation. Share a mindset solves many issues. However, active management of time and individual progressions with the collective dynamics is needed. The approaches will be different in different clans, but the majority (at least for those who perform) establish regular Clan Wars (days and times), which enables the various players (including the most ambitious) to organize their development Personal strategy and taking into account the collective rhythm.

The management and the company:

Not simple, every day and in time to articulate individual ambitions collective ambitions and needs. Everyone agrees that a strong collective is based also (and not only) on strong individuals (in their skills and know-how). Nevertheless, every day, it is not easy to create a harmony between profiles and desires may be complementary, but mostly different. Only a strong culture, a clear and unifying collective project, as well as clarified individual projects are able to act in a dynamic relationship between the individual and collective ambitions.

The key question:

Here the question is twofold: what is the project of your team / company? Each person in your team / company Did an individual project? Without the collective project, work is gradually losing its substance into a more or less boring routine, which in any case will not be carrier performance. No individual project, the motivation disappears, because not only the routine is reinforced, but above all the work loses its meaning …

MANAGING TENSIONS

The game:

The differences may be many in a clan motivations, profiles, ages, ambitions, experiences, abilities, strengths & weaknesses, etc … If all these differences are not managed, will create tensions between different members. Again, these are the highlights of the wars of clans that trigger these voltages, each of which can upbraid the other, especially if things do not engage as expected … Here, only strong and strengthened relations, as well as the real grip from the Chef and his staff can maintain the clan unity and avoid implosion. This does not mean that discussions should be évitéeefficace? …

The management and the company:
In everyday life, a business, a team is more or less stable aggregate of personalities, ambitions, potential, skills, projects, etc … The quest for performance, the pressure in everyday life, situations are potential carriers of success but also, and also voltages. Managers often neglect the management of these delicate moments, not managerial cowardice, but for lack of technical know-how. Tensions are moments in which neither team made the economy. Without saying that they are necessarily positive, they are, against, often necessary. They make use of valves for discharging the excess pressure. But if they are put under a bushel, ignored, neglected, or worse, prevented from being expressed, the result is worse than the disease: the voltages are amplified and often result in marked conflict.

The key question:

How to evacuate and express the tension within your teams? Is it time to “tell it” to express his difficulties? If these do not exist, the teams are self regulating … For the best, but often for worse …

 

REMOTE MANAGER

The game :

Players in Marseille, Paris, Lorient, Lyon or even in Canada, Australia … This is sometimes the reality of a clan … How to organize? … Welcome to the world of remote management. Quite a few clans have lives shared in “real life”, which would be simpler. We must then use the communication technologies available. The simplest and most basic residue chat, simplistic collective communication tool, limited but necessary; this is the only tool of collective discussion, so it’s vital! There are also the “clans messages” in restricted access (in transmission) to the Chief and Deputy Chiefs, which made for a collective information down mode (without exchange). Fortunately the players will use all the new technologies at their disposal: mobile, sms and mail, and Skype google hangout, Facebook pages … In other words, each clan will implement its system of communication and information sharing in a initial logic that relies on elements possessed by each, and which in time will be structured to improve efficiency. Without this communication, the distance will be a penalizing dimension to every performance.

The management and the company:

Remote management is one of the few issues easy to understand (with the management of the complexity and transversal management for example). The mobile teams (sales, technicians, etc …) raise this specific dimension of management on which few managers possess both answers and techniques to apprehend them. The questions are often more than answers: how to create cohesion with people who do not meet physically? How to talk with team employees to the 4 corners of the country? How to communicate in class with teams that are never in the same place at the same time? etc … Most managers “tinker” (in the best sense) approaches that work more or less … This is normally on such issues as “new technologies” sometimes criticized (see the invasion and inflation rampant mails, implementations of “share point”, etc …) are a gain enough priceless. They do not replace the busy manager, for against, they give him the tools too often neglected support.

The key question:

How do you managez people who are not in the same place? Beyond the use of new technologies, times of meetings “physical”, “real” are needed to achieve sustainable cohesion. But, as with the use of new technologies, how you articulate this effectively? …

CHANGE MANAGER

The game :

Oh change! In clash of clans, we do not talk of change, but change … Everything changes, sometimes very quickly: the individual rankings, dynamic (individual or collective) victories and defeats, his village, his troops, his defenses, clan members, etc … Change is a game database; nothing is fixed and everything must evolve. The important thing is to articulate individual and collective change, that is to say to preserve objectives and collective ambitions in individual universe. No secret, no revelation at this level without a regular presence, exchanges, support for change will not happen. If, in “real life” things are already unstable, clash of clans is based on the imbalances that require dynamic. That is, the change is not an option, it is a reality and a necessity rooted in the roots of the game.

The management and the company:

Corporate life is placed increasingly under the horizon changes. No one is spared today by the changes of all kinds (organization, business, technical & technological, managerial, social, etc …). These changes sometimes create (often) latency situations that play down or block performance. Managers are then highly sought because the change in individual and primarily manages a local approach.

The key question:

Do you have good reflexes management in situations of change? And, especially, how managez fact that you yourselves, executives and managers are also caught in the whirlwind of change? …

MANAGER CHANGES IN DREAMS AND PROJECTS

The game :

Finally, we chose this theme bit obvious, and often mark ruptures and departures in a clan. This is THE key point that no Master nor the players or managers … To be simple, when a player starts, it does not have much … Then the time came, everything grows: his village, his armies , his defenses … He (or she) who only had to play, finding new motivations, new desires, ambitions … And then … If nobody manages the relationship of these changes with the life of the clan, ruptures and departures seem inexorable. This individual evolution, but can also be a collective tendency background goes deep (and sometimes irreparably) question the initial vision and the founding values of the clan. The key question will be: is it necessary to change the values of the clan, or not …

The management and the company:

The whole question of evolution is also asked in the workplace. Should a career in one company? Should we change companies regularly? And for the manager, how to advance and grow each not only in what he can do, but in who he is? How to manage, in time, changes in the professional project, his ambitions? Should we question the value of his team, his company to be in line with new individual projects? We have often spoken of instability throughout these three articles, but of changing business projects is the most central and most complex, as a professional project that evolves not lead to regression and / or demotivation; but a professional project that evolves can also lead to the break with the one who can not find themselves in the culture of his company, his team yes, more prosaically not find a space commensurate with its ambitions …

The key question:

Only a strong culture and shared values can create not only a long-term performance, ie it must not be renegotiated over the adventures of the company and its members. Nevertheless it must (and will change). The only valid question: are you the managers of your culture and your values, or is it the culture that manages you ..?

 

Can Video Games Make You Smarter?