[翻譯] Game Devs: When Does Crunch Cross The Line?(遊戲開發的加班是否已經太超過了?)

[翻譯] Game Devs: When Does Crunch Cross The Line?(遊戲開發的加班是否已經太超過了?)

原文:Game Devs: When Does Crunch Cross The Line?

Last week, Crytek stepped into a world of trouble with a tweet about the development of Ryse: Son of Rome for Xbox One. The company boasted of feeding its crunching team members “more than 11,500 dinners" during the game’s development. The #RyseFacts hashtag was co-opted by Twitter to strike out against the idea of crunch development as a good thing. Among those who had negative tweets about crunch culture was former Epic games designer Cliff Bleszinski, who said the practice was “unsustainable".

上個禮拜 Crytek 在Tweeter上發了短文提及在XBox One上開發Ryse: Son of Rome遇到了加班困境。這間公司自誇自己提供晚餐給加班的同仁。RyseFacts 這個標籤則是大加撻伐加班是好事這個點子。同樣對加班文化有反感的是前Epic的設計人員Cliff Bleszinski,他覺得這件事難以忍受。

“‘Crunch time’ = bad management," tweeted Bleszinski. “This just in: Next gen AAA console launch game with many scripted sequences required lots of crunch."


Is crunch a necessary part of our industry? Is it a result of bad management and should be avoided at all costs? GamesIndustry International reached out to a number of industry veterans to see how they felt about crunch. Despite disliking forced crunch, the folks we spoke to seemed to believe that crunch is something that will remain in the industry.

加班是這個產業所必要的嗎?是壞管理所導致的嗎?或是他應該盡力避免的?GamesIndustry International訪問了一定數量的退休人員,詢問他們關於加班的看法。儘管不喜歡被迫加班,這群受訪者似乎深信加班在業界是常態。

“I’m going to go out on the limb here and might be answering in a way that strays from the quality of life conversation. My belief is that crunch will always occur in our industry, but it’s never something that should be relied on," said Obsidian Entertainment CEO Feargus Urquhart. “Why do I think it will always exist? Because, as game makers we create things. Creation is hard. I doubt that Einstein packed it up after 40 hours a week and I doubt that James Cameron puts in his eight and then turns in for the day."

Obsidian Entertainment 的CEO Feargus Urquhart說:我現在作個大膽的猜測,先不談生活的品質的問題。我相信加班在我們的產業中會持續發生,但這並不值得我們誇耀。為何加班持續發生?因為遊戲開發者就是創造,而創造是艱難的。我認為愛因斯坦不會僅在每周四十個小時的工作後就下班,詹姆斯卡麥隆也不會在放下他的鏡頭後就休息。

Junction Point Studios founder and game designer Warren Spector said crunch was the result of working with a host of unknown factors in creative mediums. Since game development is always full of unknowns, crunch will always exist in studios that strive for quality.

Junction Point Studios的投資人與遊戲企劃Warren Spector 說過加班是與一個未知參數的藝術媒體戰鬥過程的產物。只要遊戲開發就是充滿了不確定性,為了追求品質,加班就是必然。

“Look, I’m sure there have been games made without crunch. I’ve never worked on one or led one, but I’m sure examples exist. That tells me something about myself and a lot about the business I’m in," said Spector.


“We work in a medium of unknowns. We go into projects with, usually, a high level idea and a ship date. We rely on others to execute against those ideas, bringing their own creativity to the table. As we get deeper into the process we discover that things that sounded good on paper don’t work in practice. Things that worked in prototype don’t work in a fully textured and lit level. And then the folks providing money or distribution randomize and disrupt by demanding demos or screenshots at the most inconvenient times!"


“What I’m saying is that games – I’m talking about non-sequels, non-imitative games – are inherently unknowable, unpredictable, unmanageable things. A game development process with no crunch? I’m not sure that’s possible unless you’re working on a ripoff of another game or a low-ambition sequel. And I’ve never, personally, been much interested in either – as a player or as a developer. I’ve never had enough time or money."


There are some positives to crunch: working through adversity helps bring team members closer together. Former 2K Marin creative director Jordan Thomas and Naughty Dog co-founder and former THQ president Jason Rubin agreed with this idea.

加班有一些好處:渡過困境的團隊會更有向心力。前Marin的創意總監Jordan Thomas 與Naughty Dog 投資人又是前THQ 總裁Jason Rubin 都同意這個論點。

“To me, the sister concepts of voluntary crunch and even focused, near-term crunch intended to hit specific goals — are natural when groups of humans compete," Thomas said. “In my personal experience on both sides of the manager/employee divide, if a leader keeps his or her promises about what it’s for and when it will end, there can be a net increase in team morale after a sprint finish."


“Crunch sucks, but if it is seen by the team members as a fair cost of participating in an otherwise fantastic employment experience, if they value ownership of the resulting creative success more than the hardship, if the team feels like long hours of collaboration with close friends is ultimately rewarding, and if they feel fairly compensated, then who are we to tell them otherwise?" asked Rubin.


“The question is: are we looking at a crew team rowing together to the point of collapse and savoring victory together, or are we looking at a drummer beating a drum as the rowers are worked to collapse? I think that can only be answered by the team members themselves."


“At times, usually on a Sunday at 2 AM, I’ve even asked myself, ‘Do you like crunching?’ When I was younger, I often found myself answering, ‘Yes.’ There’s something about working late into the early morning that binds people," added Spector. “Overcoming adversity can be exhilarating. Seeing the impossible happen because people care that much about what they’re doing can turn a group of talented individuals into a team – into a family. And, in retrospect, in later years, when the pain of crunch is forgotten, what you’re left with is the pride of having worked on something amazing. Those aspects of crunch are all positive and not to be undervalued."


One of the big questions that surrounds crunch is why it happens. Was it a result of bad planning and management? Did features just not work and need to be redone? Did the publisher decide that the game needed to go in a different direction? How studios reached crunch time and how long they spend there is important.


“What I think is important in the conversation about crunch is to talk about why it happened. If crunch happens because it was initially planned for (i.e. there was no way to get the game done from day one without crunch), then that is poor planning, bad management, and putting an unacceptable burden on people and their families," said Urquhart.


“If sustained involuntary crunch is fundamental to your business model, something is deeply wrong," added Thomas. “If a manager sets unrealistic goals, the sprint will fail, and become a death march. Poor decisions multiply as fatigue sets in, relationships decay beyond repair, and so on. Similar to cellular damage from radiation, there’s a ‘walking ghost’ stage where you’ve already ruined your best people from over-exposure to it, and they’re not even manifesting symptoms yet."


The developers that spoke to GamesIndustry International seem united in the idea that crunch is a necessary evil and can even be positive in some aspects. There are negative aspects that should be avoided, but some believe there’s a certain creative fire in the race towards a deadline.

開發者對GamesIndustry International 說的論點似乎歸納出加班是必要之惡,甚至還有好處。負面效應應該可以避免,但是有些人覺得這反而是衝往終點前創作的燃料。

“I’ve gone through periods of crunch that have exhausted me and strained my personal life," said Urquhart. “I’ve also gone through crunch periods, albeit much shorter ones, where I feel I was extremely productive and created amazing things. If I had to sum it up – crunch time, duct tape, and the force all have something similar – they each have a light side and a dark side."


“Can we do better?" asked Spector. “I’m sure we can. We probably should. Excessive crunch – anything more than a couple of weeks to a month at a stretch, to my mind – puts relationships and health at risk. That’s a high price to pay for a quality game. But ‘can’ and ‘should’ are easy words to throw around. After 30 years of making games I’m still waiting to find the wizard who can avoid crunch entirely without compromising at a level I’m unwilling to accept."


In the end, Thomas cautioned studio management to think about the human costs of crunch. It’s a tool in the toolbox, but not every problem is a nail requiring a hammer.

最後,Thomas 警告團隊管理層要思考加班的人力成本問題,加班是一個榔頭,但不是每個問題都得用他來敲。

“Questioning the ethics of crunch is sane, yet I find that it quickly escalates to ‘is hierarchy inherently evil?’ or degenerates into a lot of conditional statements about when it’s ‘worth it’," he said. “But even from the tactical perspective of some bipedal reptile, long inured to any concern over quality of life, there are seriously diminishing returns with crunch as policy. A business is made of human beings. You invest in them, or you’re the lord of an empty house."




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