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Game of Work
This is a new and extensively revised edition of a classic business book that has sold over 100,000 copies. The good news it brings is that organizing work as though it were a game-making it interesting for employees by providing scorekeeping, feedback, goal setting, coaching, choice, and so on-will lead to increases in productivity and much better morale in the workplace. Among the companies that have benefited from the author's "game of work" approach are Pepsi Cola, The Chicago Tribune, Browning Ferris Industries, Wendy's, Quaker Oats, and Ralston-Purina.
147 pages, Hardcover
First published September 1, 1984
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Displaying 1 - 16 of 16 reviews
April 8, 2019
Like most business books, there are a few gems here. The author got sidetracked and off topic towards the end. Also I hate referring to people that aren’t Gold Medal winners or CEOs as “losers” - there are many ways to measure people, monetary success is only one of those ways.
December 5, 2022
I didn't find the advice in this book actionable or applicable. Three reasons for this:
1.) The numbers, results-to-resources ratio (RRR), and examples all come from the sales & services industry, not from knowledge work. Truckers measuring their fuel consumption, stores tracking inventory, salespeople tracking days between sales, accounts receivable -- fields that lend themselves to micromanagement and statistical analysis. This kind of productivity doesn't translate to knowledge work, where lines of code written, words on a page, or lyrics in a song don't correlate quantity (what's produced) to quality (what the customer buys).
2.) The tone is cold, calculating, skeptical; it doesn't leave much room for human emotion. Even though Coonradt discusses motivation, like fearmongering or the carrot on a stick, he doesn't spend enough time in how to communicate goals to the individual employee or team member. Everything is lists, numbers, charts, theory -- which is great in the cool mind of a manager, but not so helpful in practice during 1-1 conversation with an individual. This book sorely lacks a hands-on human component, in translating its theory into the vagaries and capriciousness of human relationships and negotiation.
3.) The book overuses American sports analogies, be it golf winnings, NFL football coaching, or batting average. To a point, the analogies illustrate the value of well-defined rules and clear boundaries, but Coonradt goes well beyond that point in just a few chapters. He belabors the point with example after example, as if trying to quiet skeptics when his real task should be to teach specific, actionable frameworks and methods. He constantly references specific football games, or superstar players, but translating their athletic performance and training to creative work is a stretch, and the book would do better to draw from other disciplines like concert performances, artistry, game development, and filmmaking. The business world doesn't revolve around American sports leagues, where money, stats, and superstars drive revenue.
1.) The numbers, results-to-resources ratio (RRR), and examples all come from the sales & services industry, not from knowledge work. Truckers measuring their fuel consumption, stores tracking inventory, salespeople tracking days between sales, accounts receivable -- fields that lend themselves to micromanagement and statistical analysis. This kind of productivity doesn't translate to knowledge work, where lines of code written, words on a page, or lyrics in a song don't correlate quantity (what's produced) to quality (what the customer buys).
2.) The tone is cold, calculating, skeptical; it doesn't leave much room for human emotion. Even though Coonradt discusses motivation, like fearmongering or the carrot on a stick, he doesn't spend enough time in how to communicate goals to the individual employee or team member. Everything is lists, numbers, charts, theory -- which is great in the cool mind of a manager, but not so helpful in practice during 1-1 conversation with an individual. This book sorely lacks a hands-on human component, in translating its theory into the vagaries and capriciousness of human relationships and negotiation.
3.) The book overuses American sports analogies, be it golf winnings, NFL football coaching, or batting average. To a point, the analogies illustrate the value of well-defined rules and clear boundaries, but Coonradt goes well beyond that point in just a few chapters. He belabors the point with example after example, as if trying to quiet skeptics when his real task should be to teach specific, actionable frameworks and methods. He constantly references specific football games, or superstar players, but translating their athletic performance and training to creative work is a stretch, and the book would do better to draw from other disciplines like concert performances, artistry, game development, and filmmaking. The business world doesn't revolve around American sports leagues, where money, stats, and superstars drive revenue.
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January 22, 2022They seemed to prefer watching the clock instead of beating it.
In business, people earning $60,000 a year are not three times better than those earning $20,000 a year. They just have a slight edge. They do a few things better. Often the slight edge is nothing more than a better understanding of what their strengths are.
roll up your sleeves
Peter Drucker's mentality first expressed in his book Managing for Results
avoid changing the rules in the middle of the game, they can go along way toward minimizing uncertainty.
There is something in the act of writing a goal down that makes it real,
Rather than have the negative goal to quit smoking, someone who wants to stop must have a goal to become a nonsmoker. Nonsmokers have tremendous benefits. They get lower rates on life and car insurance. Their clothes last longer. They don't ruin furniture or carpets. Their smell is not offensive to others. most people who quit smoking still see themselves as smokers on vacation
I once asked a group of manager show many hours a week a store would have to cut out to have a one percent labor savings if had labor costs of $10,000 a week and paid its employees $5 an hour. One percent of $10,000 is $100. At $5 an hour, to save $100 in a week the company would have to drop 20 hours from the schedule.
In business, people earning $60,000 a year are not three times better than those earning $20,000 a year. They just have a slight edge. They do a few things better. Often the slight edge is nothing more than a better understanding of what their strengths are.
roll up your sleeves
Peter Drucker's mentality first expressed in his book Managing for Results
avoid changing the rules in the middle of the game, they can go along way toward minimizing uncertainty.
There is something in the act of writing a goal down that makes it real,
Rather than have the negative goal to quit smoking, someone who wants to stop must have a goal to become a nonsmoker. Nonsmokers have tremendous benefits. They get lower rates on life and car insurance. Their clothes last longer. They don't ruin furniture or carpets. Their smell is not offensive to others. most people who quit smoking still see themselves as smokers on vacation
I once asked a group of manager show many hours a week a store would have to cut out to have a one percent labor savings if had labor costs of $10,000 a week and paid its employees $5 an hour. One percent of $10,000 is $100. At $5 an hour, to save $100 in a week the company would have to drop 20 hours from the schedule.
October 8, 2022
This book is not for me. I love books about motivation and behavioral science, but this book disappointed me because it was light on science and talked a lot about sports. Basically the message is that winners track their progress and get feedback to constantly improve. Be a winner. Also, sports! There are lots of places in the book where the author says things like, "do you remember the runner up for the men's amature regional golf open in 1981? Of course you don't! We only remember the winners!!" And then I would think, "I actually don't remember anything about the golf freelance showdown because I don't pay attention to sports!" I wasn't the right person for this book, but it does have a worthy message. If you want a book on motivation that has more science to it I recommend Drive, by Daniel Pink.
March 22, 2021
Great short read and to the point.
In the businesses I used to run, I learned to several 'games' to increase the fun and productivity of my teams.
Whether it was a head-to-head competition (who can complete a repetitive task faster) or simply sharing the individuals' total throughput each day, the 'games' worked well.
The nice thing about the book is that it helps the reader to explore ways to gamify any business.
In the businesses I used to run, I learned to several 'games' to increase the fun and productivity of my teams.
Whether it was a head-to-head competition (who can complete a repetitive task faster) or simply sharing the individuals' total throughput each day, the 'games' worked well.
The nice thing about the book is that it helps the reader to explore ways to gamify any business.
June 28, 2019
Easy to read, with concepts easy to grasp. Completely sensible. I have never run across business leaders who have said they put this book’s concepts into practice, but then I am not in situations where I would have had that opportunity. For me, applying Coonradt‘s recommendations would be more in terms setting and gauging personal goals, to know my “score“ and whether or not I am “winning.”
July 3, 2017
Excellent book that talks about how keeping score can lead to better performance and more happiness at work. Fast read.
August 27, 2019
Good point made about goal settings. And the mantra being that people enjoy winning and brining this idea to their working life.
September 7, 2013
Valuable information. Keeping score is vitally important to get the results you desire. I look forward to measuring my my results and tracking my efforts on a scorecard. I know it will make a difference.
February 7, 2014
Very helpful guide to making work more meaningful and more rewarding. I'm going to use the advice and tools in this book for work, personal goals and for parenting my future family. The teachings are applicable in many ways. I'm excited to share these game ideas to my team at work.
May 19, 2012
If you are serious about maximizing your staff out put, this is the book for you.
February 25, 2013
Work read.
July 14, 2013
Enjoyed this little gem back at a time when work was becoming a drudgery for me. This helped me liven it up, not take things so seriously and get more out of my career than I was at the time.
January 23, 2015
Good read, particularly for business. Difficult to apply in a non-profit/social services type of organization.
August 12, 2015
Fantastic how the competitive principles of sport can be twisted into getting greater performance from staff at work. I have tried these principles and they work.
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May 2, 2019One of the best books on helping people proactively learn how to set goals and measure the most important activities to success. I read it a long time ago and still actively refer to it.
Displaying 1 - 16 of 16 reviews