Great games — and by extension, well-designed workplaces — share four qualities:
These give leaders a concrete checklist for evaluating whether their team's day-to-day experience is actually engaging, as opposed to merely formally correct (right ceremonies, right roles, right rituals).
Cutler's checklist of traits people already intuitively recognize in a good game actually runs to five: achievable goals, the right amount of difficulty, a social component, self-identification (seeing yourself reflected in the game/role), and a good story. The extra two — self-identification and story — round out the original four and are worth auditing for alongside them: a team's environment can fail even when goals and difficulty are well-calibrated, if people don't see themselves in the work or there's no narrative arc to it.
Из тем: The Product Operating Model