2016年12月四级第3套长篇阅读匹配原文翻译及答案

A) What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.

什么促使员工做好工作？对一些人来说，是与同事的竞争；对另一些人来说，是奖励的承诺；对少数幸运儿来说，是解决问题的纯粹乐趣。

B) Increasingly, companies are tapping into these desires directly through what has come to be known as "gamification": essentially, turning work into a game. "Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education," explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.

越来越多的企业正通过所谓的“游戏化”直接利用这些欲望：本质上就是将工作变成游戏。“游戏化是关于理解是什么让游戏引人入胜，以及游戏设计师如何创造卓越的游戏体验，并将这些经验应用到其他领域，如工作场所和教育，”游戏化专家凯文·韦巴赫解释道，他在美国宾夕法尼亚大学沃顿商学院任教。

C) It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L'Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.

这可能意味着在数字排行榜上监控员工生产力，并向获胜者提供奖励，或者为完成特定活动的员工颁发数字徽章或星星。它也可能意味着通过视频游戏平台培训员工如何工作。从谷歌、欧莱雅、IBM到富国银行等公司都在工作场所中使用了一定程度的游戏化。越来越多的公司正在加入这一行列。最近的一份报告显示，全球游戏化市场将从2015年的16.5亿美元增长到2020年的111亿美元。

D) The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people's reward-seeking or competitive spirits. Cracker Jacks has been "gamifying" its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate (巨头) Charles Schwab is said to have often come into his motivating the next shift of workers to beat the previous one.

韦巴赫说，游戏化的概念并非全新。企业、营销人员和教师长期以来一直在寻找有趣的方式来激发人们的奖励追求或竞争精神。他补充说，Cracker Jacks已通过在其零食中放入小奖品“游戏化”了100多年，而且据说世纪之交的钢铁巨头查尔斯·施瓦布经常走进工厂，激励下一班工人超越上一班。

E) But the word "gamification" and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. "We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adult play these video games too," Werbach says.

但韦巴赫说，“游戏化”一词以及该概念的广泛应用直到大约五年前才真正开始。部分由于电子游戏，现在进入职场的一代人尤其接受将其工作游戏化的想法。“我们正处在一个阶段，在发达国家的大部分地区，绝大多数年轻人都是玩着电子游戏长大的，而且越来越多的成年人也在玩这些游戏，”韦巴赫说。

F) A number of companies have sprung up—GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees' ordinary job tasks into part of a rich adventure narrative. "What makes a game mage-like is that the player actually cares about the outcome," Werbach says. The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.

近年来涌现出多家公司——例如GamEffective、Bunchball和Badgeville——为企业提供游戏化平台。最有效的平台将员工的普通工作任务转化为丰富冒险叙事的一部分。“让游戏像魔法一样的是玩家真正关心结果，”韦巴赫说。其原则是理解什么能激励这群玩家，这需要对心理学有所了解。

G) Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees' morale (士气). When employees log in to their computers, they're shown a picture of one of their coworkers and asked to guess that person's name.

韦巴赫说，有些人受竞争激励。销售人员通常属于这一类。对他们来说，合适的游戏化可能是将他们的销售演讲变成与其他团队成员的竞争，并配备一个数字排行榜，实时显示谁在领先。其他人则更受合作和社交体验的激励。韦巴赫研究的一家公司使用游戏化来营造社区感并提升员工士气。当员工登录电脑时，他们会被展示一位同事的照片，并被要求猜测那个人的名字。

H) Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed "storm chaser teams" and competed in storm-themed educational exercises to earn various rewards. "Rewards do not have to be stuff," Cornetti says. "Rewards can be flexible working hours." Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. "Snow White" is available for everyone to use, but the "dwarfs" are still under copyright, so Cornetti invented sound-alike characters (Grumpy Guys, Dopey Dan) to illustrate specific pay roll law principles.

游戏化不一定非要是数字化的。莫妮卡·科内蒂经营一家将员工培训游戏化的公司。有时这涉及技术，但通常不涉及。她最近为一家销售培训公司设计了一个以风暴追逐为主题的游戏化策略。员工组成“风暴追逐者团队”，参与风暴主题的教育练习以赢取各种奖励。“奖励不必是实物，”科内蒂说。“奖励可以是弹性工作时间。”另一个培训，关于工资法，使用了白雪公主和七个小矮人的主题。“白雪公主”可供所有人使用，但“小矮人”仍受版权保护，因此科内蒂创造了发音相似的角色（暴躁家伙、糊涂丹）来说明具体的工资法原则。

I) Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. "If we are designing for engineers, I'm not talking about a 'game' at all", Cornetti says. "I'm talking about a 'simulation' (模拟), I'm talking about 'being able to solve this problem.'"

科内蒂说，有些人天生不适应游戏化的工作环境。根据她的经验，处于权力位置的人或金融或工程领域的人往往不喜欢这个词的含义。“如果我们为工程师设计，我根本不谈论‘游戏’，”科内蒂说。“我谈论的是‘模拟’，我谈论的是‘能够解决这个问题’。”

J) Gamification is "not a magic bullet," Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitive, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a "digital whip." "It actually had a very negative effect on morale and performance," Werbach says.

韦巴赫警告说，游戏化“不是灵丹妙药”。一个没有充分思考或未针对玩家量身定制的游戏化策略可能会在短期内吸引人们，但从长远来看不会激励人们。它也可能具有剥削性，尤其是在用于弱势群体时。对于工人，尤其是低薪工人，他们急需工作但又知道自己可以轻易被替代，游戏化可能感觉更像《饥饿游戏》。韦巴赫举了加利福尼亚州阿纳海姆的几家迪士尼酒店的例子，它们使用大型数字排行榜来显示洗衣工人相互之间的工作效率。一些员工觉得这个排行榜有激励作用。对其他人来说，则完全不有趣。一些人开始停止上厕所休息，担心如果生产力下降会被解雇。怀孕的员工努力跟上。在《洛杉矶时报》的一篇文章中，一位员工将排行榜称为“数字鞭子”。“它实际上对士气和表现产生了非常负面的影响，”韦巴赫说。

K) Still, gamification only stands to become more popular, he says, "as more and more people come into the workforce who are familiar with the structures and expressions of digital games." "We are far from reaching peak," Cornetti agrees. "There is no reason this will go away."

尽管如此，他说，游戏化只会变得越来越受欢迎，“随着越来越多熟悉数字游戏结构和表达方式的人进入职场。”“我们远未达到顶峰，”科内蒂同意。“没有理由它会消失。”