Posts Tagged ‘Managing the Game’

True to Design: What I’m Reading

August 28, 2012 Leave a comment

Effective Co-Op Design:

How to be a Leader in a Crappy Culture:

6 tips for writing video game dialogue that’s actually funny:

Your Kickstarter project got funded… Now what?:

Want to be Surrounded By a Thriving Local Games Industry? Grow Yours:

For Peter Molyneux, simplicity is scary:

How to get a job as an animator in games:

You’ve Bought It, Don’t Break It :

Inside Unity’s evolution:

Best Tips for Building a Freelance Career:

Empowerment is Not Enough:

Big Ideas: Video Games According to David Cage:

How Camouflaj saved République‘s Kickstarter:

Reach out and touch Angry Birds:

3 Things You Can Learn from the Navy About Saying Thank You for a Job Well Done:

What’s Really Going Down in Vancouver?:

The Designer’s Notebook: Machinations, A New Way to Design Game Mechanics:

The Importance of Succession Planning and Talent Management: A CEO’s Perspective:

The Fundamental Pillars of a Combat System:

MMO designers need to focus more on the ‘why’, not the ‘what’:

Secret Knowledge from the Future:

True to Design: What I’m Reading

July 30, 2012 Leave a comment

You can copy the steps and still not copy the success :

How to Get Your Message Out:

Seven Psychological Sins of SimCity Social:

Marketers: Exploit game players with this clever psychological trick!:

On Player Characters and Self Expression:

The Erosion of Creative Freedom? The Battle over Publicity Rights:

Five Ways to Project Credibility in an Instant:

Staying Triple-A: How Big Independent Studios are Turning to Mobile and Social:

Creating Audio That Matters:

What The Witcher Taught CD Projekt About RPGs:

The Great Catch: Becoming the Artist You Should Be:

Trials Evolution, Social Comparisons, and Second Place:

GameDuell: Cross-platform players monetize 25% more than those on a single platform:

The Perfect CRPG: Difficulty :

What Leaders Can Learn from the Life of Sally Ride:

Game Research, and What it Means to You:

5 Proven Tips to Get Honest Feedback from Your Employees:

War-torn Developers: Creating Games from the Front Lines:

The More You Know: Making Decisions Interesting in Games:

The secret to EVE Online‘s success: it’s all bottom-up:



True to Design: What I’m Reading

June 26, 2012 Leave a comment

An Epic Win Helps Repair a Big Huge Fail:

The Designer’s Notebook: Triple-A Games for Women? Seriously?:

Molyneux unveils Curiosity, a social experiment with $77K in-app purchase:

Postmortem: Avalanche Studios’ Renegade Ops:

Less than half of Kickstarter’s game projects have succeeded – report:

Fight or Flight: The Neuroscience of Survival Horror:

White House sees video games’ social, economic potential:

Devoted players can account for almost all of a F2P game’s revenues – Kongregate:

Soon, all games will be free-to-play, says Machine Zone’s CEO:

Postmortem: Zachtronics Industries’ SpaceChem:

Finding Out if a Publisher is Right for You:

Habbo chat disabled as another investor pulls out:

The Secrets of Brutality: God of War‘s Combat Design:

The Psychology of Diablo III Loot Part 1: Anchoring the Auction House:

10 Years of Behavioral Game Design with Bungie’s Research Boss:

EA’s Core Strategy: Tech, Teams, Brands:

Behaviors of Collaborative Leaders:

Wooga drops HTML5 development, but believes it still has a future:

Kinect game design tips from Dance Central‘s ‘designy coder’:

How Do You Put the Sim in SimCity?:

When Violence Meets Honor in History and Games:

Notes from the Mix: Prototype 2:

A Way to Better Games: Establishing Functional Theory:

10 Essential Leadership Models:

3 Things Leaders Can Learn From the New Superstar Conductors :

The Psychology of Diablo III Loot Part 1: Anchoring the Auction House:

The Psychology of Diablo III Loot Part 2 Availability Heuristic and Loot Drops:

The Psychology of Diablo III Loot Part 3 Dopamine Binds On Pickup:

The Psychology of Diablo III Loot Part 4 Historical Items:

True to Design: What I’m Reading

True to Design: What I’m Reading

April 23, 2012 Leave a comment

A Line in the Sand: The Spec Ops Interview:

Here’s why you’re surprised when you stink at multiplayer games:

Parallel Mafia bringing the future of organized crime to mobile devices and (possibly) Facebook:

Needs and Gratification Theory and Game Genres:

Intuition, Expectations and Culture: Learning from Psychology to Build Better Game Interfaces:

Study: Teens losing interest in traditional games, prefer social/mobile experiences:

Beware of Hotel California:

Art of Video Games at the Smithsonian :

20 Signs That You Can’t Trusted as a Leader:

The Real Data Behind Movies Becoming Games:

10 Ways to Improve Your Credibility:

Following Your Instincts: Developing Darksiders II:

Make a better game: Limit the player:

‘No Bullshit’: The Management Style Behind Deus Ex: HR‘s Success:

Is it Ever OK to Demote a Manager Back to Their Former Position?:

Gamification Dynamics: Flow and Art:

Defender’s Quest: By the Numbers:

Sponsored Feature: 10 Steps for Top Google Play Store Rankings (Without Spending a Penny!):

Opinion: Let’s talk about why QA sucks:

The Origins of Fun:

How Leaders Can Build a Change-Friendly Culture:

How to Lead Yourself When the Boss is Not Around:

How Does In-Game Audio Affect Players?:

Leadership: It’s the Softer Side That Counts:

Five Ways Games Appeal to Players:

Friday Friends Feature: Frima Studio

March 23, 2012 Leave a comment

Frima Studio is full of friends and is also where I currently manage the game. I thought I would take a moment to showcase the awesome work of Frima Studio. Check out our website.

Managing the Game: An Ass Out of You and Me

January 4, 2012 Leave a comment

I once had a superhero I had created called El Coyote. His arch-nemesis was a wizard who turned people into donkeys. His name was The Assumption because he made asses out of you and me. I always found that phrase funny but it really is true. Assuming things can be one of our greatest weaknesses.

Something I always try to get across with any team I work with is not to assume anything. If there is a decision to be made and you don’t have all of the facts it can be very dangerous and costly to assume you know the right answer. When working with a team I always stress that if they have a question they should stop what they are doing and ask someone what they need to know. It will save you time, money, and face to know the right answer even if your assumption was correct.

Why will it save you time, money and face even if your assumption was correct? Asking someone a question to clarify your assumption creates an even better habit for you which is communication. The reason people assume so much isn’t because they know everything. It is because people dislike communicating, at least not communicating in an effective and professional manner. People don’t like to appear ignorant and asking questions creates a perception that they are. However this is an incorrect assumption. Most people would rather you ask questions for clarification than do something incorrectly in your job. You will look more ignorant by doing it wrong and explaining that you assumed something than getting it right the first time by asking questions.

Asking for clarification is usually a better sign of doing a proper job. It indicates you have read or listened to the information given to you for a given task. It shows a willingness and want on your part to do your job correctly. It helps build communication skills between you and your colleagues and/or clients. These are all good things. Granted asking the same question multiple times or about things that are blatantly in the documentation given or was just recently explained verbally can be viewed badly. It is important to listen and read things that are given to you before asking questions.

The next time you assume you have all of the information or know what the client or colleague is thinking take a moment to stop and evaluate the situation. Ask yourself if the person ever answered the question directly that you are assuming to know the answer to whether in writing or verbally. If there is even a sliver of doubt take the time to clarify.