Page 120 - Harnessing the Strengths

Dilemma 4: Control Versus Passion ■ 103

behave—and misbehave—around this new gener-
ation of models, prototypes, and simulations. The
distinction between serious play and serious work
dissolves as technology gives innovators ever-
increasing opportunities to simulate and prototype
their ideas.

Just as the methods of creating models are drastically chang-
ing, so too will the organizations that use them.
According to Schrage, the ten rules of serious play are
as follows:

1. Ask, “Who benefi ts?”
2. Decide what the main paybacks should be and measure
them. Rigorously.
3. Fail early and often.
4. Manage a diversifi ed prototype portfolio.
5. Commit to a migration path. Honor that commitment.
6. A prototype should be an invitation to play.
7. Create markets around the prototypes.
8. Encourage role-playing.
9. Determine the points of diminishing returns.
10. Record and review relentlessly and rigorously.

Playing happens where few costly mistakes can be made,
in a simulated environment. Things get serious when the
perfected technique is fi nally adapted to the actual situa-
tion. As an extra precautionary measure, sometimes the
technology can be self-cybernetic and self-correcting so
that “Houston, we have a problem” can be immediately
addressed. It is important to build in self-restoration or
reboot possibilities.
To remain competitive, businesses often have to make
decisions before all the facts have been collected. Thus,