Podcast Summary: Bringing Meaningful Change Into Organizations with Game-Based Learning

From gamified e-learning to meaningful learning

Ann-Mari's first experience with gamification came through e-learning. While gamified learning was a major trend, she eventually became somewhat skeptical. In her experience, the game could sometimes become more important than the actual learning.

Her experience with Actee changed that perspective.

With the Leading Change game, participants do not simply learn about change. They can experience it, test different approaches, make mistakes, and reflect on their decisions in a safe environment.

Starting with a real need

DNA was going through a transformation and wanted to find a better way to engage leaders and teams in the change.

Ann-Mari felt that traditional teaching about change, emotions, and leadership was not enough. People needed to experience the challenges and apply their knowledge.

After being introduced to Actee by colleagues in Telenor, Ann-Mari decided to test the Leading Change workshop.

And she did not start small.

Taking the game to the top

DNA invited its top management team to take part in a six-hour session.

There was some initial skepticism about spending six hours with nine senior leaders playing a game. But the session quickly proved its value.

The leaders began discussing important topics around their transformation that they had not previously addressed. Conversations emerged that could otherwise have continued to hinder their change process.

The feedback was clear: "This is excellent. Spread out the goods."

From there, DNA began rolling the experience out to its approximately 250 team leads, with sessions quickly becoming fully booked.

The game does not have to match your reality

The game is based around a merger, while DNA was not going through a merger. For Ann-Mari, this did not matter.

The important connection was change itself.

The characters and situations provided relatable examples that participants could connect to their own experiences. The game became a safe simulation where they could explore leadership decisions and then bring those conversations back to their own organization.

Learning through decisions and reflection

One of the strengths of the game is the opportunity to reflect after each round.

Participants discuss whether they have focused more on leadership or management, and whether they are creating the right balance between moving the process forward and supporting the people involved.

The game creates a continuous cycle of decision-making, consequences, reflection, and trying again.

From workshop to real-life practice

For Ann-Mari, the next important step is helping participants transfer the learning into their everyday work.

Interestingly, DNA is already seeing this happen. After the workshops, leaders ask whether they can play the game with their own teams, find materials about the theories, or access shorter versions.

The game creates an appetite to continue the conversation.

The game as an enabler

For Ann-Mari, the value of game-based learning is not simply that it is fun.

The game creates an arena where people can experiment, make mistakes, discuss different perspectives, and connect theory to their own reality.

It also creates engagement through collaboration and competition. Participants compare decisions, discuss different outcomes, and often ask if they can play again and try different choices.

Ultimately, the game becomes an enabler for something much bigger: meaningful conversations, reflection, and learning that can be brought back into the organization.