Difference between revisions of "Shared Resources"
From gdp3
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== Relations == | == Relations == | ||
Instantiates: [[Social Interaction]], [[Game World Exploration]], [[Negotiation]], [[Competition]], [[Races]], [[Symmetric Resource Distribution]] | Instantiates: [[Social Interaction]], [[Game World Exploration]], [[Negotiation]], [[Competition]], [[Races]], [[Symmetric Resource Distribution]] | ||
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| − | |||
Modulated by: [[Strategic Knowledge]] | Modulated by: [[Strategic Knowledge]] | ||
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=== Can Modulate === | === Can Modulate === | ||
| + | [[Alliances]], | ||
[[Bag Building]], | [[Bag Building]], | ||
[[Lives]], | [[Lives]], | ||
| + | [[Ownership]], | ||
| + | [[Penalties]], | ||
[[Resources]], | [[Resources]], | ||
[[Shared Penalties]], | [[Shared Penalties]], | ||
[[Shared Rewards]] | [[Shared Rewards]] | ||
| + | [[Social Interaction]], | ||
| + | [[Social Organizations]] | ||
=== Can Be Instantiated By === | === Can Be Instantiated By === | ||
Revision as of 19:09, 8 August 2015
The one-sentence "definition" that should be in italics.
This pattern is a still a stub.
Contents
Examples
Anti-Examples
optional
Using the pattern
Diegetic Aspects
Interface Aspects
Narration Aspects
Consequences
Relations
Instantiates: Social Interaction, Game World Exploration, Negotiation, Competition, Races, Symmetric Resource Distribution
Modulated by: Strategic Knowledge
Can Instantiate
Social Dilemmas, Social Roles, Tension, Time Limits
with Cooperation
Inherent Mistrust, Social Dilemmas, Tension
Can Modulate
Alliances, Bag Building, Lives, Ownership, Penalties, Resources, Shared Penalties, Shared Rewards Social Interaction, Social Organizations
Can Be Instantiated By
Extra Chances together with Teams
Can Be Modulated By
Possible Closure Effects
-
Potentially Conflicting With
-
History
An updated version of the pattern Shared Resources that was part of the original collection in the book Patterns in Game Design[1].
References
- ↑ Björk, S. & Holopainen, J. (2004) Patterns in Game Design. Charles River Media. ISBN1-58450-354-8.
Acknowledgements
-
