Research evidence
Topaasia is a research-proven method
Topaasia has been studied in several academic and applied research projects. On this page you will find an overview of what the research says about the benefits of the game and in which contexts it has been studied.
How Topaasia has been studied
The studies have used multi-method approaches:
- Video-recorded game sessions
- Focus group discussions
- Expert interviews
- Quantitative Systems Intelligence self-assessment surveys (pre and post measurements)
- Analysis of extensive user data (over 100 game sessions)
Research contexts
Early childhood education
Several studies and interventions (lasting up to months) have followed the development of systems intelligence and communication in early childhood education teams, students and supervisors across dozens of game sessions.
Business world
In a large Finnish financial sector company, the processes of organisational knowledge creation and sensemaking during the game have been studied. The game has also been analysed based on user data from over 100 game sessions.
Social and health services
In a project by THL (the Finnish Institute for Health and Welfare), experiential knowledge was gathered from dozens of young people through Topaasia game sessions to improve the accessibility of services.
Theses
Topaasia has been at the centre of several master's theses, in which it has been studied as a tool for strategy implementation, collaborative job crafting, work supervision and developing team dynamics.
The research-proven benefits of Topaasia
The research findings consistently point to seven key benefits.
Equal and constructive dialogue
The rules and structure of the game make people listen and give every player, including introverts and people at different levels of the hierarchy, an equal voice. The game keeps the discussion on the agreed topic and enables an effective conversation, often without an external facilitator.
A safe space and flattened hierarchies
Topaasia offers a "playful alibi": a psychologically safe environment where difficult, sensitive or even silenced issues can be raised and existing structures challenged without fear of consequences.
Knowledge creation and surfacing tacit knowledge
By breaking the organisation's routine communication patterns, the game helps surface the group's tacit experiential knowledge and supports the co-creation of new knowledge. The method helps generate new, even surprising insights and solution alternatives.
Development of systems intelligence
Research shows that playing strengthens participants' systems intelligence, in particular systemic perception (the ability to grasp the big picture and the most essential aspects of a situation) as well as constructiveness within the team.
Leads to concrete actions
The conversation does not stay at the level of ideas. The game's crystallisation phase guides teams to make concrete decisions, share responsibilities and draw up action plans. It helps prioritise and clarify the core issues quickly.
Wellbeing at work, commitment and reducing shame
Playing has been found to relieve stress, increase work engagement and a sense of autonomy, and improve commitment to shared goals. Among young people, the game has been shown to normalise problems, reduce the shame associated with seeking help and strengthen the feeling of being genuinely heard.
Efficient use of time
Players find the game considerably more effective and useful relative to the time spent, compared with traditional meeting formats or organisational development methods.
“As a method, gamification strengthens dialogue, joint prioritisation, listening and the skill of shifting perspective. Developing everyday work in small enough pieces is one way to build a humanly sustainable work culture.”
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