Abstract
This experience report demonstrates how a multinational software company attempted to train employees with a new project management software platform through the use of play. The report begins by briefly reviewing recent research on the role of play in workplace training. Second, the report explains how the company used play to train employees in a new project management platform. Third, the report describes a stalemate between some employees and management about using the new software and details how the confusion disrupted in the team's workflow. Last, the report reflects on ways a participatory dialogue can be used to make play a viable form of workplace training.
