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These are some likes to past Blog postings that I have typed on this subject.

article found about how behavioral psychology is being used in games now to hook people with operent conditioning
behavioral_game_design

Every computer game is designed around the same central element: the player. While the hardware and software for games may change, the psychology underlying how players learn and react to the game is a constant. The study of the mind has actually come up with quite a few findings that can inform game design, but most of these have been published in scientific journals and other esoteric formats inaccessible to designers. Ironically, many of these discoveries used simple computer games as tools to explore how people learn and act under different conditions.

The techniques that I’ll discuss in this article generally fall under the heading of behavioral psychology. Best known for the work done on animals in the field, behavioral psychology focuses on experiments and observable actions. One hallmark of behavioral research is that most of the major experimental discoveries are species-independent and can be found in anything from birds to fish to humans. What behavioral psychologists look for (and what will be our focus here) are general “rules” for learning and for how minds respond to their environment. Because of the species- and context-free nature of these rules, they can easily be applied to novel domains such as computer game design. Unlike game theory, which stresses how a player should react to a situation, this article will focus on how they really do react to certain stereotypical conditions.

What is being offered here is not a blueprint for perfect games, it is a primer to some of the basic ways people react to different patterns of rewards. Every computer game is implicitly asking its players to react in certain ways. Psychology can offer a framework and a vocabulary for understanding what we are already telling our players.

Contingencies and Schedules

The concrete translation of “What are we asking of our players?” is “What are our contingencies?” A contingency is a rule or set of rules governing when rewards are given out. The anecdote about this discovery (as passed to me by one of his students) is that one day B. F. Skinner ran low on the small food pellets he gave the rats in his experiments. Rather than risk running out and having to stop work for the day, he began to provide the pellets every tenth time the rats pressed the lever instead of every time. Experimenting with different regimens of reward, he found that they produced markedly different patterns of response. From this was born a new area of psychology, and one that has some strong implications for game design.

The contingencies in computer games are more complex, but the analogy is clear enough. For example, players in an RPG earn experience points to gain levels or collect bonus items to gain extra lives. In an arcade-style game, power-ups appear at random intervals, or only when certain conditions are met. As in any contingency, there are actions on the part of the participant which provide a reward under specific circumstances. This is not to say that players are the same as rats, but that there are general rules of learning which apply equally to both.

Ratios and Intervals

There are essentially two fundamental sorts of contingencies, ratios and intervals. Ratio schedules provide rewards after a certain number of actions have been completed. For example, a player might gain an extra life after killing 20 opponents. This would be called a “fixed ratio” schedule, because the same number of kills is required every time. Other types of ratios will be discussed later.

One of the most common contingencies found in games, fixed ratio schedules typically produce a very distinct pattern in the participant. First there is a long pause, then a steady burst of activity as fast as possible until a reward is given. This makes sense when one considers that the very first action never brings a reward, so there is little incentive to make that first kill. Once participants decide to go for the reward, they act as fast as they can to bring the reward quickly.

The distinct pause shown under a fixed ratio schedule can be a real issue for game designers. Having a period of time where there is little incentive to play the game can lead to the player walking away. Additionally, the length of the pause is a function of the size of the ratio (the number of actions required), so the more actions required the longer the pause. This means that if the ratio increases over time, such as the increasing number of experience points required to gain a level in Dungeons & Dragons, so does the pause. Eventually, the pause can become infinite, and the player simply decides it’s not worth it and walks away.

On the plus side, during the pause other, less rewarding activities often come to the fore. For example, if players know it will take them a long time to gain their next level, they might take the time to test a new tactic or try out different aspects of the game.

There are also “variable ratio” schedules, in which a specific number of actions are required, but that number changes every time. A player might be required to shoot down approximately 20 enemy fighters to gain an extra ship, but the precise number is randomly generated each time. It’s important to note that the player does not know how many actions are required this time, just the average number from previous experience.

Under variable ratio schedules, participants typically respond with a steady flow of activity at a reasonably high rate. While not quite as high a rate as the burst under a fixed ratio schedule, it is more consistent and lacks the pausing that can cause trouble. Since it’s possible (though unlikely) that the player can gain a life for shooting down only one enemy, there’s always a reason to go hunting.

In general, variable ratio schedules produce the highest overall rates of activity of all the schedules that I’ll discuss here. This doesn’t necessarily mean they’re the best, but if what you’re looking for is a high and constant rate of play, you want a variable ratio contingency.

On the other side of the coin there are interval schedules. Instead of providing a reward after a certain number of actions, interval schedules provide a reward after a certain amount of time has passed. In a “fixed interval” schedule, the first response after a set period of time produces a reward. For example, the game might introduce a power-up into the playing field 30 minutes after the player collected the last one.

Participants usually respond to fixed interval contingencies by pausing for a while after a reward and then gradually responding faster and faster until another reward is given. In our power-up example, the player would concentrate on other parts of the game and return later to see if the new power-up had appeared. If it hadn’t, the player would wander off again. Gradually the checks would become more frequent as the proper time approached, until at about the right time the player is sitting there waiting for it.

As in the fixed ratio, there is a pause that can cause problems for a game designer. Unlike the fixed ratio, there is no sharp transition to a high rate of activity. Instead, there is gradual increase as the appropriate time approaches. The pause remains, a period where player motivation is low.

There are also “variable interval” schedules, where the period of time involved changes after each reward. A counterpart to the variable ratio schedules, these also produce a steady, continuous level of activity, although at a slower pace. As in the variable ratio schedule, there is always a reason to be active. The power-up mentioned in the earlier example could reappear immediately after being collected or an hour later. The motivation is evenly spread out over time, so there are no low points where the players’ attention might wander. The activity is lower than in a variable ratio schedule because the appearance is not dependent on activity. If the player looks for the power-up 1,000 times during the interval, it will appear no faster. Experiments have shown that we are very good at determining which consequences are the results of our own actions and which are not.

These are the basic building blocks, but this is by no means an exhaustive list. Each contingency is an arrangement of time, activity, and reward, and there are an infinite number of ways these elements can be combined to produce the pattern of activity you want from your players.

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Look Back over a past posting:-

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In business we want to create loyalty in our customers. This is a difficult process to describe in words, but it is easy to achieve. Customer loyalty in the creation of a desire in the customer to come back to your business repeatedly. The larger multi nationals do this by indoctrination within the course on one’s life. That is the multi nationals have a company logo accompanied by a tune or jingle that sparks a conditioned responses that was programmed from childhood onwards. There is a remarkable documentary called “Consumer kids” that illustrates the process and the amount of psychological work placed into creating a condition customer loyalty. Thus condition customer loyalty is not loyalty in the true meaning of the word. Loyalty needs to be earned not programmed into a person. When I speak of programming a person I really mean forcing a habit that has an associated feel good memory that is triggered by the advertising campaigns that are run. Thus an individual may see a logo on a billboard and this triggers the desire to take immediate action in fulfilling the desire.

As a small business, customer loyalty is created by treating every customer as someone special. Every person that enters the business is a potential person of great interest. Take interest in them, their needs, and endeavour to have each person that walks out of the business, whether they buy something or not to have a smile on their face. By taking interest in the customers interests makes the customer feel important. this also gives you the opportunity to learn how you as a business can find a need that can be fulfilled within the customer.

What I am essentially saying is you as a service provider or a provider of goods, you are first and foremost there to be a helping friend that is needed for a specific purpose. This includes all the listening and analysis skills that a human services person has. By appearing to do the extra mile for the customer you create loyalty. This may be by recommending other business to compliment your own business, cutting a commission a fraction, or doing a little extra in your own service such as giving free delivery. All of these extra services should not be a normal run of business, it is a type of reward system that you give to you customers that do display a small level of loyalty, then by giving something extra now and then, you increase that loyalty. Some businesses even advertise that they “go out of their way to please you”.

Also creating loyalty within your staff or work force is essential in having loyalty with your customers and loyalty to the business. Staff loyalty means that the staff will also go that extra mile to help the business team to achieve the goal of having a successful business. I personally have seen on several occasions staff from one takeaway food company walk a city block or two to buy takeaway food from a competing takeaway food company, in uniform. This demonstrates a lack of loyalty, both from management to the staff and staff to the organisation.

Having staff loyalty does some remarkable things for the organisation as a whole. Firstly staff is not coming to work just to do what must be done but do those small extra things that help everyone in the business. Secondly, if the staff is loyal to the company, the interrelationships between staff are improved, because they are all working for a common goal. Thirdly, if management asks a loyal staff member to do something out of the norm or not in the job description, that staff member will comply without complaint. And finally, staff will come up with action plans that management may not have thought of that will improve the running of the business.

But I would like to hear from you on what you think Kills Loyalty within your organisation….


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I went to the local library, when a man parked his motor bike near where I parked my car. I looked at the nice bike. Than stated to them man, “I would love to have a bike like that” thinking that this would instill some pride in the man about his bike and be an opening line for a conversation. He asked me “well why don’t you get one?” in reply I stated “My mother and partner would not allow me to get one”. As fast as lightning he stated “be your own man!” and walked off.

Now this got me thinking, I know why the people I love do not allow me to get a Motor bike. They care deeply about me and do not wish to see me either in Hospital or dead, as some friends of the family that was the final outcome of going for a weekend ride on their bike.

So the question I ended with was “is any person their own person?”

The answer is a resounding No … with all the sound effects that create echoing and reverberation.

That is why I choose the name Ripple Affect as my business name.
Everything we do, everything we choose, our whole being, our attitude, and mode of speech affects someone. The only place to be “your own person” is on an island by yourself. But even then the chooses you make affects the environment around you, thus will you have food for a long time or binge on the food and live for a short time.

Thus by understanding yourself and others around you, even the suppression of desires will have a positive effect on you and those you affect.

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This new Australian Movie by the look takes on the same vain as “What the Bleep do we Know”

I feel that it may be a movie well worth watching.

The Movie Web Page is:
Being in Heaven

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All too often self importance is derived from having power over others and exercising that power in denying permission to do what the other is capable of or from doing something that has no impact on others. I have personally experienced this type of despotism drastically limiting my options when actions are needed or dreams fulfilled. The larger the organizational bureaucracy, the larger the mine field of policies that one must traverse to obtain permission to do the simplest thing. Bureaucracy stifles imagination and innovation, because of the amount of people you need to convince to do what is wanted. Also it is because of bureaucracy that creates the culture of “covering one’s own ass”. Thus it is easier and less troublesome to say No than it is to say Yes.

Although this culture and attitude is supported within a large bureaucracy, self-importance is enhanced in this culture, because power over others is an emotional addiction. If you think that emotional addiction is a misnomer or not a valid description, I encourage you to view the dramatized documentary “What the Bleep do we know”, with the creation of our own realities.

In work as in life, I find it futile in forcing a restriction on others, just because you can. This comes from the idea that in the end any importance that we build our life on is taken away in old age, and eliminated at death.

Thus I want you to look at your life and think about how you wish to be remembered. Do you want to be described as a person that only looks after one’s self, or one that is worth being a friend with. This self exploration is both a consequential and non-consequential dilemma of morality and ethical life style. That is, consequential ethics ignores the now and concentrates on outcomes while the non-consequential ethics views the immediate actions as important ignoring outcomes. Thus the question is what serves me best in both concepts. Granted when a person acting with power needs to view a decision with respect on how decision will impact on all others, not just the self, or adherence to policy.

The addiction of self-importance through power over others is at most a temporary state, and at least an illusion. The strong attachment to self-importance during one’s life increases the probability of depression, loneliness, and disperses in old age. Thus the greater number of people that you interact with in your working life, the greater the taxing awareness is needed in you dealing with them.

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Your beliefs become your thoughts.
Your thoughts become your words.
Your words become your actions.
Your actions become your habits.
Your habits become your values.
Your values become your destiny.

- Gandhi
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I remember some 20 years, I was watching TV with my Grandfather an African Nature Documentary. This documentary showed that animals also use nature to experience altered states of conscience. I have used this documentary as part of my argument that humans are not alone in having an addictive personality. My argument is that many animals use substances to get intoxicated, not just humans. Alas I could not use this knowledge in any essay or even use it in a presentation because I could only recall it from memory, thus I had no reference.

The greatest difference here is that in the animal kingdom, animals get intoxicated only once a year and only then when situations are just right to produce the fermented fruit. Whereas within humanity, we can get the same affect whenever we like, it is here that humanity abuse our right to nature’s gift. Humans, and I should say, only some humans abuse it daily, and others binge weekly, killing brain cells and relationships.

So when you watch this video, just have a thought in mind: How many of these creatures would survive in their environment if drunken behavior was the norm?

The same argument can be used with drugs, being that humans are not the only creatures that take mind altering drugs.

Is humanity doing the right thing??????

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