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Houston expert: How gamification in education can close the COVID-19 learning gap

Gamified activities incentivize students to work harder to achieve goals and catch up in the subjects they were falling behind in. Photo via Getty Images

The COVID-19 pandemic has presented difficulty for teachers. Students adjusting from in-person to remote back to in-person learning have struggled immensely.

Research demonstrates that during the COVID-19 pandemic, high school students lost on average “the equivalent of 3.4 months of instruction in reading, 3.3 months in math, 3.1 months in science, and 2.3 months in English” — even through remote learning.

This learning gap, or COVID slide, as it is more commonly referred to, needs to be addressed. Already, we are seeing the consequences of this learning loss. According to data from the ACT, the standardized college entrance exam taken by high school juniors and seniors, the “average high school junior who took the college entrance exam in spring 2021 fell from the 50th to 46th percentile.”

Even as in-person instruction resumes again, test scores continue to stagnate and fall. The question remains: how do we recoup this learning loss caused by COVID-19?

What is ed tech?

Education technology, or edtech, refers to the practice of using educational hardware and software to enhance teaching in the classroom. Edtech can make learning more accessible and fun for students. With the rise in learning gaps in the classrooms, edtech can solve this growing issue.

While edtech has taken over the field of education quite rapidly due to the onset of COVID-19, there are certain aspects of educational technology that are still unexplored by many. Virtual reality, augmented reality, and machine learning have become more prominent in the field. Learning becomes much more exciting when the idea of games is added to it.

The concept that students end up learning more while having fun has been given a new name: gamification in education. Game-based elements are integrated with learning to enhance students’ knowledge and information. Technology has broken down various barriers to becoming an integral part of our day-to-day lives and changing how we live. However, despite becoming a part of education, there is limited research as to how gamification affects students.

Benefits of gamification in education

Do you remember that feeling back in school when you received a gold star on your worksheet? Or the time when your name went up on the classroom wall of fame? That feeling of being excited and even proud of our achievement is what we need to harness in order to make our students excited about their learning. By providing badging and credentialing in their day-to-day learning, we can provide gamification aspects of that classroom wall of fame!

Even though it is evident that students are significantly more enthusiastic when gamification in education is involved, there are certain behavioral changes caused by gamification that are also observed by various studies.

A study shows that gamification has a positive yet moderate effect on students. However, it tends to have a greater impact on school students than college students. Nonetheless, this cannot be generalized to all students since many character traits differ across students resulting in various outcomes.

According to Science Direct, students who experienced challenge-based gamification faced an increase in their performance levels by 89.45 percent as compared to those who only received lectures. This study once again proves that gamification piques the interest of students in their education and leads them to do better.

This point is further supported by Intuition which found that 67 percent of students found gamified learning to be more engaging and encouraging as compared to traditional learning courses.

The learning environment created with the availability of gamification seems promising to the extent that students are capable of achieving more and absorbing more as compared to traditional learning methods. E-learning has made different channels of education accessible to students who seem more eager to learn in a virtual social network. This behavior gives room to healthy competition among students who then wish to perform better than others.

​Incorporating gamification in education

There isn’t a set standard of gamified learning involved and depending on the lesson, different features of gamification can be used to make education fun and unique for all. Some useful ways of incorporating gamification within the classroom include:

  • Creating avatars. Allowing students to have personalized experiences and developing their skill sets in a competitive environment with their classmates prepares them for practical life.
  • Awarding badges. Rather than receiving grades, students can be awarded online badges that mark their progress in class.
  • Knowledge checks. Testing subject skills through quizzes and leaderboards increases the performance levels of students while strengthening their concepts within the class.

The addition of simple gamification in education makes the learning process unique to each teacher or classroom while enhancing the competitiveness of students to perform better and achieve more.

Considering that children have faced a detrimental setback in their education, we need to get their attention back on track. COVID-19 has made students heavily reliant on their tablets and smartphones which makes using gamification a good technique to get them to engage with their academics once again. These conceptual gamified activities incentivize students to work harder to achieve goals and catch up in the subjects they were lacking behind in. It is time that we try these engaging activities and unique methods to boost student engagement and provide an avenue for them to get excited about their education.

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Ghazal Qureshi is the founder and CEO of UpBrainery, a Houston-based immersive educational technology platform that taps into neuroscience research-based programs to provide adaptive learning and individualized pathways for students at home or in the classroom.

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Building Houston

 
 

Gaurab Chakrabarti, the CEO and co-founder of Solugen, shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

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