In a thought-provoking paper presented at the 2011 DiGRA Conference, Harald Warmelink of Delft University of Technology proposes a conceptual framework for understanding how organisations can develop fundamentally playful cultures. Drawing on both classic and contemporary play theory as well as recent developments in organisation and management studies, Warmelink identifies six core values that he argues characterise a “playful organisational culture”: contingency, opportunism, equivalence, instructiveness, meritocracy, and conviviality.
According to Warmelink, the value of contingency suggests that playful organisations embrace uncertainty and constant evolution rather than rigid long-term goals. Opportunism refers to an environment where employees are empowered to freely pursue new ideas and initiatives. Equivalence points to an ethos of equal opportunity and informal collaboration that softens hierarchical differences. Instructiveness indicates strong support for learning and development, while meritocracy involves consistently recognising employee effort and competence. Finally, conviviality suggests an atmosphere of humour, informality, and social connection.
Warmelink illustrates these values with examples from organisations such as Google, Pixar, and Semco, which have implemented various practices aligned with his framework. He argues that by cultivating these six values, organisations can create workplaces that promote experimentation, personal growth, egalitarianism, and engagement – essentially, places where work takes on qualities of play.
From the perspective of the Playfulness Institute, Warmelink’s framework represents a valuable contribution to the growing body of research on the role of play and playfulness in organisational contexts. By providing a structured set of cultural values, it offers a useful lens for analysing and comparing organisational practices and a potential roadmap for leaders seeking to infuse more playfulness into their workplaces.
However, it is important to recognise that Warmelink’s framework is a theoretical proposition rather than an empirically validated model. While the six values are grounded in relevant literature and illustrated with real-world examples, further research is needed to test their applicability and impact across diverse organisational settings. Future studies could explore questions such as: How do the six values interact and trade off with each other in practice? What are the boundary conditions and potential negative consequences of playful organisational cultures? How can the values be operationalised and measured?
Moreover, Warmelink’s framework should be seen as one perspective among many in the emerging dialogue around playfulness at work. Other scholars have proposed different conceptualisations and emphases. As such, the framework is best viewed as a promising invitation for further scholarly discussion and empirical investigation rather than a definitive prescription.
Nonetheless, as organisations increasingly experiment with serious games, gamification, and other play-inspired interventions, Warmelink’s work provides a timely reminder that playfulness is not just a surface-level venture but a cultural quality that can permeate an organisation’s deepest values and practices. For researchers and practitioners at the Playfulness Institute and beyond, the paper opens up fruitful avenues for exploring how play and work might be constructively interwoven.
