Because they devote significant resources to challenges and achieve successful results, philanthropies have become one of the major repositories of design knowledge. The increasing popularity of complex challenges can be seen in the changing combination of desired results over time. While designers have never sought results in equal proportions, there has clearly been growth in seeking more powerful results that require more complex design. After the US COMPETES Reauthorization Act was passed in 2010, the public sector challenges focused on raising awareness and attracting new ideas, as the results dominated the landscape. More recently, designers have increasingly tried to produce models, such as prototypes and pilots.
Designers should ensure that they understand potential participants and adjust the motivators if necessary. For example, networking with the venture capital community to provide funds to market prototypes is ideal for startups and business participants. In contrast, academic participants are likely to be better motivated through scholarships, advertisements and conference networking opportunities. Designers should be willing to provide additional motivators during the registration process, if the community of participants is smaller than expected or significantly different from their projected participants. The structure, or price architecture, is the set of restrictions that determine the scale and scope of the prize, as well as who participates, how they compete and what they have to do to win. Too long a period of competition runs the risk of losing the interest of the participants and one that ends too quickly may not give the participants enough time to develop solutions.
For example, DARPA’s Experimental Crowd Combat Support Vehicle Design Challenge called for concepts for public vehicles for different missions. The challenge was also to investigate the question: “How can crowdsourcing selection contribute to the objectives of defense production?? Extraction mechanisms, including incentive awards, do not reward participants for their efforts as such, but for their results, such as ideas, prototypes, pilots or commercial products and services. Leaders use attraction mechanisms to encourage participants to experiment with innovative and sometimes risky approaches, while only paying for results that meet predetermined rules or specifications. For some prices for extraction mechanisms, if no one wins, the sponsoring organization is only responsible for its administrative costs.
In recent years, much has been experimented with incentive structures to attract participants. While discussions with successful designers show that monetary and recognition incentives remain important, there is a movement to expand the universe of what organizations can offer participants. Incentives such as advanced market engagement, travel, business benefits and capacity development are used less often, but can be as powerful in attracting participants as monetary rewards. The US focuses on producing functional prototypes of virtual environments and mobilizing and supporting participating communities, and is a strong example of this trend. While our complementary data analysis and Challenge.gov demonstrate that monetary recognition and incentives were used in most challenges, there were also many challenges that yielded alternative motivations and combined multiple incentives to create more effective appeal .
While the use of monetary prices may not be the only use of stimulating designers, there are some trends specifically related to this incentive that highlight how designers approach their portfolio decisions. However, this sustained growth was not as consistent for the average portfolio size. There was a massive increase เกมวงล้อ in the average total prize pool from 2010 to 2011 (up 543 percent from $ 1,750 to $ 9,500), but since then the amount has ranged from $ 8,000 to $ 10,000. Our secondary dataset also suggests a similar plateau effect (increases by about $ 30,000 in 2010 and stabilizes about $ 100,000 between 2011 and 2013).