In
part I we defined Tactics and Strategy,
part II discussed key concepts of game design that resulted in tactical play. Now let’s turn our attention towards Strategy.
Strategic play takes place at the Near Game, Near Meta-Game or even the Meta-Game
Layer of Design. Here the focus isn't directly on immediate concrete concerns, but rather on estimates of how one's opponent is going to move and react. Thus to repeat the phrase I used before- Strategy is not playing the board, but rather playing the man.
As we did before, let’s consider the primary elements of Strategy under this definition. Although they are greatly interrelated, almost like dance partners, they can be broken down as follows:
Prediction
“If you know the enemy and know yourself, you need not fear the result of a hundred battles.” Sun Tzu,
The Art of War.
This element covers predicting the decisions of your opponent and your own performance. Some examples: Knowing that Joe tends to put his most powerful units in the center or realizing that Sara loses effectiveness in chess if her queen is exchanged. Knowing that your heavy fighters can hold the line long enough to complete the flanking maneuver you have planned. Etc.
Deception“Hence, when able to attack, you must seem unable, when using your tools, you must seem inactive. When we are near, we must make the enemy believe we are far away, when far away, we must make him believe we are near.” Sun Tzu,
The Art of War.
This element represents the flipside of Prediction, the ability to conceal your intentions and decisions from your opponent or even convince him that you are following a different course from your actual one. If he has positioned himself to protect from a strong center attack at the moment your Calvary hits him on the right flank- your chances for victory is enhanced.
Causality"In war everything is simple, but it’s the simple things that are difficult.” General Carl Von Clausewitz.
This is the causal chain required to implement strategic decisions. If one decides to use your Calvary to flank your opponent on the left while tying down his main body with your infantry- the causal chain is all the steps (and time) needed to properly position your troops in order to reach that objective.
A very important characteristic of the causal chain is its length- how many actions are needed over how much time. If the chain is too short, strategic decision itself will become trivial as the other elements become irrelevant. As the chain lengthens the difficulty and importance of the strategic decision increases. Prediction must look further ahead into increasingly fuzzy ground while deception must be prolonged. Failure on either point can result in catastrophe.
As a result, the length of the causal chain is perhaps the most important of the elements of Strategy as it determines the impact of the others.
Given these definitions and moving from theory to more practical (if still abstract) concerns- what design concepts are important to consider in creating or evaluating a game's strategic environment?
Tactical Elements
A strong tactical game will by nature normally produce a strong strategic one.
Chess is again an excellent example of this case, as it needs nothing but its tactical design to present strategic challenges worthy of centuries of play. Between players of near equal tactical skill the causal chain is long and complex enough that essentially limitless Strategies become available and defeating your foe’s perception of the game is nearly as (if not more) important than mastering its reality.
So for strategic groundwork first look to the tactical elements: Resource Management, Dissimilar Assets, Maneuver and Pace of Decision. It will be these elements that define the causal chain and it will be these elements that frame the strategic environment.
A game design however can increase its strategic depth beyond that provide by its tactical environment in a number of ways. This can be used to make a moderately tactical game into something considerably more challenging- or turn an already demanding environment into any commander’s nightmare.
Rock-Scissors-PaperMany game designs seek to employ both Prediction and Deception, but do so in a single step mechanic.
Examples include Top Secret were melee combatants would select an attack and defense stance that would thereafter be cross-referenced on a table to determine the result. Riddle of Steel would have opposing players drop a blue or red die simultaneously to declare that they focusing on attack or defense that round. Some LARPs actually use Rock-Scissors-Paper as their conflict resolution mechanic to determine the victor in one step.
All these are Strategic methods; however the causal chain is exceedingly short. Thus they are best used as part of a whole (as in the Riddle of Steel example) rather than the entire result. Even here, many such as myself find them so deep in the Meta-Game Layer that they directly drag your opposing player (rather than his character) into the conflict breaking character modeling and immersion.
Hidden DecisionsBy hiding decisions made by a player from his opponent(s), the need to judge the intent of your foe and predict his actions is greatly increased. Resources that are to be used against you are not in sight. Where could they be? Where would your opponent likely place them?
Hidden Movement is perhaps the most common example of this method in wargames and even in RPGs although the latter seldom emphasizes the subject in the rules directly. D20 for example includes rules for sight range under specific lightning conditions without much comment. My own Age of Heroes takes line of sight limits for granted- a matter for GM judgment based upon the map.
Adding this to any system is easily done to great effect. Most often all it takes is using a battle map with terrain and line of sight rules.
Beyond the simple fact of hidden movement are active measures taken to hide (invisibility spells, smoke, etc.) or deceive (decoy troops carrying the banners of important units, riders trailing branches to raise dust, etc). All can be given to a player as a toolset to expand his strategic options.
Reconnaissance
If some attempt to hide things, others will always develop methods of investigation to reveal them.
Adding resources and methods to allow for such in a game adds yet another layer to the strategic environment, especially if by their use other resources are limited or spent. A classic example here are the divination spells from older versions of D&D. Information about one’s opponent can be had- at the price of losing a spell slot that could have been used for combat magic. Outside of magic, even the use of scouts in almost any system means that resources (which could have been of use in a main force) are diverted to a recon and/or harassment role.
Like the three elements of strategy above, Hidden Decisions and Reconnaissance are each part of a dance- play benefiting from both having their impact. When balanced to a fine degree, one may well discover part of a foe’s casual chain and thus act to interrupt it- but interpreting scattered clues to determine the correct causal chain should be left in large part to the Prediction skills of the player instead of being given as simply stated fact. Otherwise you risk reducing Strategic play inside of enchancing it.
"So in war, the way is to avoid what is strong and to strike at what is weak. Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing." Sun Tzu,
The Art of War.
One of the easiest end of day tests for good Strategic game design is to see if the classic wisdoms of war apply to the end results. The quotes from Sun Tzu and Clausewitz above for example. If characters in your game can make use of such concepts, you’ve at least got a good start. If they can’t gain victory without constantly using such concepts, you’ve achieved it.
Note: the above is an edited and updated version of this
2003 article.