That’s not my job, it is a problem that occurs in any job, not just game development. Perhaps humanity will never be able to completely solve this problem.
Now, this problem often comes up in game development, but how can we solve it?
“If you could put someone in the position of…”
“This is Mr. ~’s responsibility, so if you can ask him, please.”
I can think of a solution, but if you are a working person
Oh, this is no good
You’ll soon find out.
Just in case, I’ll explain a little bit.
“If you could put someone in the position of…”
Regarding this, in most cases, we cannot hire such a person because we do not have the budget to do so, and we have no choice but to make the best of the current situation.
Even if you put it down, the next position will almost always come up. This may be possible for large companies with ample budgets, but it may be difficult for small and medium-sized companies. Also, even if you are a major company, we do not recommend adding positions one after another like this. This is because the team tends to become bloated and become inactive due to the need for constant meetings and rooting.
“This is Mr. ~’s responsibility, so if you can ask him, please.”
I think you have a general understanding of this, but you probably don’t think you’re in charge. Tasks that are floating in the air like this often fall between the person in charge, and there are many cases where if you could tell someone directly, you would have said it. This tends to result in workplaces where the most vulnerable person is shuffled around between different responsibilities, but I’m sure there are many of you who think, “I understand.”
Now, this is a work-related problem that is occurring not only in Japan but all over the world, but there is a correct answer in game development.
There’s a hint at the beginning of the conversation I had with game planner Ogawa-san the other day, so I’d like you to take a look.
You can tell a lot about successful game development teams by looking at what they do on their lunch breaks.
Teams thrive when team members play test games and discuss improvements to the game after meals.
According to Mr. Ogawa, this is an important point; he doesn’t want to force people to work during their lunch break, but rather that there is an atmosphere in which each member is working positively to make the game a good one.
It’s true that a game is a creation created by an entire team, and unlike system development, it involves asking the user to do something or feel something, so it’s because we make it according to the specifications. It’s not a joke.
In the pursuit of something abstract and more interesting, the fact that some members say things like “that’s not my area” is itself a failure.
This is a very high-level discussion, because such positive motivation is often not necessarily visible in visible actions, and the statement itself, “You’ll understand this if you ask…” Because it’s not a problem individually.
When I find an issue, or when I really don’t have enough people, I think about what I can do to contribute to the team, and beyond that, what can I do under these current conditions to make the game better for the users? I think it’s hard to create good games unless it’s natural to think about things like that.
In the end, I think it’s important in game development how to make the members positive and how to assemble such a team in the first place.
Whether it’s indie or AAA, this is a difficult question to worry about for managers, regardless of the cost of scale.
I think my logic may not always be correct.
The better each game you play, the more it has been created by overcoming these problems.
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