[T]he authors of Got Game: How the Gamer Generation Is Reshaping Business Forever suggest that gamers do come out ahead in the world of business. John C. Beck and Mitchell Wade surveyed 2,500 Americans, mostly business professionals, and came to the provocative conclusion that having played video games as a teenager explains the entire generation gap between those under 34 years of age and those older (the book was published in 2004, so presumably the benchmark is now 36).I guess that's possible. But there's a flip side. On some level, Suellentrop points out, the whole point of video games is to figure out the rules of the game and work within them—to become a good worker bee, to innovate only within limits. "So don't worry that video games are teaching us to be killers. Worry instead that they're teaching us to salute."
Beck and Wade argue that the gamers somehow intuitively acquired traits that many more-senior managers took years to develop and that their nongaming contemporaries still lack. According to their survey, video game players are more likely than nongamers to consider themselves knowledgeable, even expert, in their fields. They are more likely to want pay for performance in the workplace rather than a flat scale. They are more likely to describe themselves as sociable. They’re mildly bossy. Among these traits, perhaps the most important is that gamers, who are well acquainted with the reset button, understand that repeated failure is the road to success.