Gamasutra is part of the Informa Tech Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

Gamasutra: The Art & Business of Making Gamesspacer
View All     RSS
April 26, 2019
arrowPress Releases

If you enjoy reading this site, you might also want to check out these UBM Tech sites:

Opinion: Video Game Planning - Stay Frosty

Opinion: Video Game Planning - Stay Frosty Exclusive

September 24, 2009 | By James Portnow

September 24, 2009 | By James Portnow
More: Console/PC, Indie, Exclusive

[It's a fact of game development that something will go wrong, but panic's not an inevitability. Divide By Zero's James Portnow shares tips and tactics for keeping chill under pressure.]

Were in the business of building video games. We havent gotten it down to a science yet.

Be it anything from a minor bump in the road -- such as when one of the engineers creeps into your office with his head down and mumbles, "Remember that thing we thought the animation system did? Well, it doesnt do that" -- to the more major hurdles, like the 9am call from Mr. _____s administrative assistant to let you know that "Due to present financial realities, we have regrettably been forced to cut your funding," the unexpected will happen. The only question is: how will you deal with it?


Weve all heard the old platitude about "prepare for the unexpected." But you know what? Sometimes something will come up that you simply didnt prepare for. When that happens, you have two options: Panic, or don't.

Unfortunately, Ive seen even industry veterans get blindsided and panic, and when that happens, all hell breaks loose. Panic is infectious and destroys morale, eating through teams and sapping the strength of studios.

I wont name any names here, but Ive seen projects get delayed for years, studios fold, and 90-hour work week crunches all because someone panicked. In this article, I will try and lay out some basic tips and reminders that I use (and force on anyone who works with me who is in charge of other people) to stay frosty when the unexpected occurs.

Dont Respond Immediately

Theres some primal tendency, especially among young males placed in leadership roles, never to admit weakness. When the unexpected occurs, this usually manifests itself by propelling those in question to leap into action, or snapping off an answer so as not to appear to others as unprepared.

Or, there's the mistaken belief that any action is better than no action, and that the people below need firm and confident leadership, and that the only way to project this is through immediate decision-making.

This is panic. If you feel like you have to answer off the cuff you will be always be wrong, because if you had the right answer it wouldnt feel as though you were being hit with something you hadnt prepared for.

These spur-of-the-moment decisions are the decisions that I see most often reversed somewhere down the road, sowing confusion in the ranks, creating resentment or distrust of the leadership (because theyve caused the trenches' troops to do wasted work -- and nothing stings like wasted work), and taking people away from tasks that could have been productive.

This sort of machismo is hard to repress in the heat of the moment (Ill admit to having to wrestle it down often myself), but its easy to deal with if you simply make a habit of taking a breath and making sure youre offering a solution rather than reacting.

If you are faced with a unexpected situation that to which youre not sure how to respond, Ive found the best course of action is to simply tell the messenger that you understand, and then ask them if theres anything else they could be working on (almost always people know another productive task they could do).

Let the team work on something else while you take the time to get the facts and deliberate. At the end, youll probably be stuck making your best guess, but its going to be a heck of a lot better than the one you would have made otherwise.

This sort of quiet deliberation will earn you the trust of your team ten times faster than decisive action. Were not fighting a war; no one is going to die if you take your time to think before acting.

Note that at the beginning of this section I upbraided young men, because Ive found this problem to be common among young male producers who are just getting their sea legs and really arent sure of themselves. But really, this is an endemic problem.

Ive seen managers of both genders who have a reputation for being "large and in charge" feel compelled always to have a firm answer because "thats who they are," and let me tell you, while reactionary decisions are bad when they come from an AP, theyre a hell of a lot worse when they come from the CEO.

What Would You Do?

Many disasters can be avoided simply by asking the question, "What would you do?"

Often, when someone comes to you with a problem, its something theyve been thinking about for quite some time and, unless its an interpersonal problem, its usually within their area of expertise.This almost guarantees their input will be valuable to your decision making process -- but because theyve rocked the boat in the first place (or because of the way the company hierarchy works), its common for people to feel uncomfortable offering their input until prompted.

Dont let a curveball throw you so much that you forget the value of the person pitching it to you.

A Magic Bullet or a Bee in Your Bonnet?

One of the classic signs of panic is grasping at straws or looking for miracles. One of the assured signs of panic is looking for different miracles every week.

I once knew a man on an ill-fated MMO project who described the work environment as a "rubber ball in zero G". Each week, the team was reassigned to focus on a new task which had become top priority because each week, the word came down that "our problem is X, and if we just fix that, well all be okay." Somewhere up the chain, someone was panicking.

If you ever believe that a game hinges on one thing, take a step back carefully examine why you think so. If you ever believe that a game hinges on one thing, and that one thing is different than the "one thing" the game hinged on a few weeks ago, take a couple of days off -- your team will thank you.

Freezing Up and Defeat

One of the clearest manifestations of panic is freezing up or giving up. When this happens --and it happens to the best of us at times -- break down your tasks into the smallest chunks you possibly can. This will reduce whats facing you to large number of accomplishable task, rather than a daunting monolith of unfinished work.

One word of warning, though: if youre in this stage of panic, youll feel as though you dont have time to go and break down your work. If you ever feel that pressure just take a step back and realize that thats an indicator of panic. Youre always going to be better off taking the time to split your work into tasks that you can manage than to continue butting your head against a wall of undirected labor.

If you do this and still feel overwhelmed or powerless, talk to the next guy up the chain -- perhaps they can give you what you need to do your job (and now youll have a much better idea of exactly what that is).

Theres Always an Answer

Lastly, one of the best ways to stay cool when sidelined by something completely unexpected is to remember that theres always an answer to any problem you face in this field, the only question is whether you find it in time.

When things break down, just bring yourself back to reason behind why you needed whatever went wrong to go right in the first place and look for other solutions from that perspective rather than try and solve the specific problem that confronts you.

For example, lets return to our busted animation system that we talked about in the opening paragraph: just ask yourself, "Why did you need your animation system to do whatever it is that it you now know it doesnt do? Is fixing the system you currently have the best solution, or could you get the effect youre looking for some other way?"

Once you start examining things from this perspective they become much more manageable - youre looking for solutions and making cost-benefit analyses rather than facing a problem. This pulls you away from panic, and pushes you towards a calm approach that will infect your team.


Avoiding panic really boils down to three simple things:

1. Take your time
2. Trust your team
3. Trust yourself

If you can do that and keep in mind that everything has a solution and nobody dies if you fail, you should be able to keep your cool in the worst circumstances.

So good luck with your projects and, for yourself and for your team, stay frosty.

[Questions? Advice? Flames? Comment here, ping me at [email protected],or hit me up on Twitter @jamesportnow.]

Related Jobs

Paradox Tectonic
Paradox Tectonic — Berkeley, California, United States

Senior PC/Console Graphics Programmer
Sanzaru Games Inc.
Sanzaru Games Inc. — Foster City , California, United States

Junior Gameplay Engineer
Insomniac Games
Insomniac Games — Burbank, California, United States

Associate Outsourcing Artist
Deep Silver Volition
Deep Silver Volition — Champaign, Illinois, United States

Cinematic Artist

Loading Comments

loader image