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The web has always been a ripe landscape for games and toys. Not only are traditional computer games introducing web versions where players can compete with friends, but online games are also adding social elements where people can meet and play against one another. Increasingly, these games are aimed at a demographic not usually represented in web advertising: kids. The ten-and-under set is a ripe market for advertisers hawking anything from the latest action figure or doll to snack foods, and they are perfectly able to influence the purse strings of their parents. Now, advertisers are luring younger kids online to play games and absorb marketing messages.

I was surprised to see my three year-old niece expertly navigate to PBSkids.org to play a game featuring Curious George. The site includes audio as you roll over buttons to help children who cannot yet read to navigate the site. While the games are educational in keeping with PBS’s mission, they all star characters from hit children’s shows, like Clifford the Big Red Dog, Dragon Tales, and Sesame Street. Kids are no strangers to these brands, and they will remember the awesome Caillou game they play when their birthdays roll around. PBS also has a similar site called PBSkidsplay.org, which requires a subscription of $10 a month.

Another site that caters to children is AddictingGames.com, which is owned and operated by Viacom, parent company to Nickelodeon and MTV. This site mixes clever Flash-based games with online advertising. Players are invited to play and rate games from sponsors like Acuvue and Neopets. As a recent New York Times article puts it, “Clicking through and hopping from site to site will give a child a crash course in the latest Bratz movies or Hannah Montana concert.” The site also features plenty of games for older children and adults, giving it a wider appeal.

On a recent visit, my eleven year-old relative would wake up in the early morning hours and head straight for my laptop. His destination was Line Rider, an addictive online game that challenges players to create line drawings for a virtual sledder to follow like the peaks and valleys of a real hill. The game has some of the lessons of elementary physics, but it’s really just about creating an entertaining and nearly impossible sledding hill. Unlike PBSkids or AddictingGames, Line Rider is not associated with a major TV channel or toy company, but it is quickly building a brand that transcends age groups. By the end of the week-long visit, the eleven year-old wasn’t the only one spending hours creating and saving tracks online.

While all of the above mentioned games are free (or boast free versions), still other sites catering to children have some free content and some that requires a parent’s credit card. The granddaddy of these types of sites is Webkinz, which pairs a retail item (the plush toy comes with a code for the website) with online content. The “pets” are both virtual and physical, and kids can go online to take care of their toys. Webkinz also incorporates a social networking function where children can visit friends’ pets and even chat, though parents can control their level of access. The site gives new areas for each different pet, and kids are urged to collect them all. As the New York Times reports, “Some parents have been known to load up on dozens of Webkinz at $14 each.”

While it may be tempting to park kids in front of the computer, even on child-oriented sites they are inundated with advertising and marketing messages. As the Webkinz generation ages, they will not only have an extraordinary level of web literacy, but they will also accept the presence of sponsored content and subscription sites in a way that older web users do not. With the integration of television shows, toys, and the web, we’re bound to see more and more online advertising aimed at the Barney set.

A new website aims to compete with YouTube by offering premium quality music videos. The Santa Monica, CA based start-up is PluggedIn Media, and their strategy is decidedly different from Google’s “homemade” video site. PluggedIn is firmly within the parameters of Web 2.0, using personalized profiles, blogs, WIKIs, and sharing features to lure young internet users. The site differs from its trendy peers by rejecting user-generated content. Is this necessarily a bad thing? Are laughing babies and disturbing rants really what keeps YouTube raking in the revenue, or is it sponsored content and professional videos like those that PluggedIn will feature?

The site’s founders are betting that premium content will translate into advertising dollars. Investors from Overbrook Entertainment, a film/TV production company owned by Will Smith and Lassiter, are backing PluggedIn and they may expand content beyond music videos, though plans are unclear at this point. PluggedIn has also forged relationships with three of the largest music companies. Vivendi SA’s Universal Music Group, EMI, and Sony BMG will all provide videos of their artists in exchange for a share of advertising revenue. A fourth company, Warner Music Group, has released a few of its videos for the site’s launch and could possibly enter into a deal in the future.

PluggedIn’s user interface is easy to navigate and sleekly designed. The quality of the videos is unmatched by competitive sites, and they keep their quality when enlarged to full-screen. Flash player is required, of course, though the videos have an annoying habit of “following” you as you scroll down for additional content. Users can read reviews of songs, biographies of artists, see other fans of their favorites, and find merchandise and concert tickets. The non-video content will be pulled from artists’ web pages, Wikipedia pages, and even Amazon’s MP3 music store and iTunes, where users can buy the songs.

CEO of PluggedIN Jeffrey Somers told the Wall Street Journal that professional video, “seems to be what people engage with the most.” Indeed, some of YouTube’s most popular videos are those uploaded by recording companies. Rihanna’s video for her hit song “Umbrella” has received over 37 million views on YouTube. By contrast, PluggedIn’s identical video has been viewed just 387 times since being added in January. They have some ground to make up if they’re going to rival YouTube, but the web video market is ready for professional content.

As the success of Mog and iLike (social networking sites for music fans) have shown, there is no single site that is all things to all music fans. For example, YouTube hosts dozens of old videos of John Denver in live performances, while PluggedIn has none. The latter site, however has a detailed biography of the country singer and links to buy his classic albums.While PluggedIn may well take some viewers away from YouTube’s grainy music videos and create a new community online, the marketplace is plenty big enough for both sites.

There have been many failed attempts by mobile companies to make the elusive “iPhone killer,” a mythical touchscreen device that can compete with the friendly interface and cult popularity of Apple’s phone. Because of AT&T’s exclusive deal with Apple, the iPhone is bringing in revenue for just one mobile carrier, and rivals like Verizon and Sprint are working with top manufacturers to develop competitive phones. Here are some of the potential contenders that will be hitting shelves soon.

Finnish giant Nokia is said to be developing a touch screen phone for release sometime in the summer of 2008. As Businessweek recently reported, “That has left wireless aficionados to troll through Nokia patent applications for clues. One of them describes a phone that can sense motion without actually being touched, so a user might, for example, tilt the device to scroll down a Web page.” This is pure speculation, of course, but it would certainly give new meaning to the term “smart phone”. Perhaps a more realistic version of this iPhone competitor is the recently announced Nokia Tube, which was demonstrated at the Evans Data Developer conference. Photos show the Tube to be almost a clone of the iPhone’s sleek design, though the name suggests that it is aimed at multimedia buffs who want to check out the latest YouTube hits on their phones.

Sony-Ericsson has also jumped into the touchscreen smart phone market with their recent unveiling of the XPERIA X1, the first Sony-Ericsson device to utilize Microsoft’s Windows Mobile operating system. The XPERIA X1 has a unique interface which includes both tappable graphics (which they’re calling “XPERIA panels”) and traditional buttons to access the phone’s many features. The XPERIA X1 will be somewhat of a hybrid touchscreen, as it also includes a QWERTY keyboard which folds out for easy typing. This is a nod to business users, who tend to rely on typing functionality for emails, and who haven’t been as enthusiastic about the iPhone for that reason.

Sprint has also been pushing for an “iPhone killer” for its network, and they’ve worked closely with Samsung to develop the Instinct, which should be available in June 2008. Samsung and Sprint tapped engineers at Berlin’s Iconmobile Group for software development, striving for a balance between simplicity and function in the phone’s user interface. The resulting platform is slated to integrate with a number of top applications including TeleNav GPS software. The Instinct also has Bluetooth 2.0 capability, a more natural-feeling keyboard, radio and TV streaming, and a camera/camcorder combo. Initial reviews of this phone are very promising.

Smart phone users are important customers for mobile providers. They spend more than the average cell phone user, since their daily activities include web surfing and emailing. For this reason, manufacturers and providers alike are eager to produce a phone that can lure users away from Apple and AT&T. While many devices have more functionality or better stats than the iPhone, it has still managed to snag more than 25% of the U.S. smart phone market, despite being offered on only one mobile network. This year just may present consumers with a true “iPhone killer” that can compete with Apple’s innovative product.

Japanese automakers are scrambling to meet the needs of a different generation of drivers. According to a recent newspaper poll, only 25% of Japanese men in their 20s even want a car, down from 48% in 2000. These young, urban drivers cite rising gas prices, the environmental impact of cars, and their modern technology-driven lifestyles as a reason to depend on Japan’s public transportation system instead of purchasing cars. Automakers are trying to fight this generational shift with state-of-the-art concept vehicles that directly appeal to the hip youth of Tokyo’s Harajuku neighborhood.

Domestic sales of Japanese cars has fallen 31% since 1990, even while exports are rising. Studies attribute this slide to different values, where iPods, web-enabled phones, and laptops have replaced the car as a status symbol. Nissan in particular has been reaching out to the youth market with demographic studies and a design studio in the Harajuku neighborhood. The office, called “Creative Box,” is home to Nissan’s car designers, and it has very little resemblance to a corporate headquarters. Designers are encouraged to wander the streets, take in the flamboyant fashions, and frequent local clubs to see the most popular bands.

To reach out to young drivers, Honda has introduced the Edix minivan, designed to hold three passengers in the front in a V-shape to allow more cargo room in the back. This is meant to appeal to Japan’s youthful sporty set who want to carry bicycles, surfboards, and other sports gear in the van. They’ve promoted the Edix with this video from anime studio Studio 4°C, and while I won’t pretend to understand what’s happening in the spot, it is clearly aimed at a younger audience. Since its introduction, the Edix has been selling slowly.

Nissan has taken the youth-oriented design to a new level with different concept car models for young women and young men. The Pivo 2 is meant to provide a stress free, urban driving experience for young women trying to navigate Tokyo’s crowded streets. The car sports a pivoting cabin and wheels which allows it to drive sideways (to facilitate parking in tight spots) and also features a dashboard robotic interface (complete with wide eyes reminiscent of Hello Kitty) giving directions in a relaxing voice which reduces the stress of city driving.

For young men, Nissan is offering the Round Box, another concept car with an interactive touchscreen display that can be accessed by passengers and drivers alike. For example, a passenger could look up the latest karaoke bar and send directions to the driver’s display screen. The research Nissan conducted showed that young urban men weren’t interested in a car as much for commuting as they were for hanging out with friends. The Round Box is designed to function more as a social space than an average car.

With the inevitable demographic changes in Japanese society, automakers find themselves not only marketing to the youth set, but designing specifically for their needs. This strategy goes beyond the hype and right to the heart of good product development: the user. The new models of cars, concept or in production, consider research and consumer surveys to design a product for a targeted audience. Perhaps this user-centered approach can halt the slow disappearance of Japan’s car culture.

In the realm of home entertainment, high definition (HD) is anticipated new feature. This is true of televisions and DVDs alike. As many companies that deal in consumer electronics embrace the HD fad in their products, one corporation is left behind. Toshiba executives have lost the race for high definition DVD formats and canceled their plans to move forward in the HD DVD market. Chief Executive Atsutoshi Nishida made this decision startling decision after Time Warner Inc. announced its support for Blu-ray. Later this year, Time Warner’s subsidiary Warner Brothers will be releasing all high definition DVDs exclusively in the Blu-ray format. According to a press release from Time Warner, they had been working very closely with Toshiba, but acknowledge that they are moving in a different direction.

So, where does this leave Toshiba? Will they be abandoning their consumer electronics market? Far from it. According to an interview with Mr. Nishida, Toshiba will be re-focusing its efforts. First and foremost, this will begin with their computer market. They are currently working on developing technology that would allow customers to wirelessly connect their PCs to their televisions. This will mean users will be able to use the DVD player on their computers to watch DVDs on their televisions. Toshiba is also working on improving the quality of the “upconverting” feature of their current DVD players. According to Mr. Nishida, this will improve the image quality to the point where “consumers won’t be able to tell the difference from HD DVD images. The players would be much cheaper than Blu-ray players too.” While there are many out there willing to pay top dollar for the latest technological advancements, those of us living on a budget always appreciate a good bargain. Comparatively speaking, this would position the new Toshiba DVD players as a major competitor in the market.

According to Rueters, Toshiba has tried to make concessions to those effected by this fallout by slashing the price of their current DVD players. However, the company is still expected to suffer a major hit, as experts predict that hundreds of millions of dollars will be lost from these happenings. As far as consumers who have already bought HD DVD players which will not be compatible with Blu-ray disks, Toshiba has yet to address if it will offer trade-ins, rebates, etc. to compensate for this loss. However, electronics retailers such as Circuit City have offered trade-ins to HD DVD player owners.

Mr. Nishida also makes a point about the failure of the HD DVD plan. Failures need to be taken in stride, and the recent experience with Time Warner is no different. He offers five very useful tips on overcoming a crisis. They are:

• Keep in mind that business without risk is business without growth.
• Work with the facts. Listen to the market, not your ego.
• Act quickly and decisively. Delay makes things worse, not better.
• Be a proactive leader and clearly communicate your decisions.
• Be resilient and continue to innovate. Success is not forever, nor is failure.

Only time will tell if Toshiba’s new development goals will be successful in such a competitive market. However, if the general outlook and attitude of the top executives is anything like Mr. Nishida, then it certainly seems as though the company is on level ground. This is an important starting point for any successful venture, and Toshiba will want to remain optimistic and grounded to overcome this setback.

When the iPhone was released last year, it was slammed on all sides by analysts and CIOs for its lack of enterprise functionality. Gartner’s analysts pointed out security weaknesses, a lack of compatibility and support for Microsoft synchronization program ActiveSync, and the inability to run third party applications on the iPhone as the major barriers between it and the business world. However, announcements earlier this month indicate that Apple is ready to break into the enterprise mobile market and try to steal some addicts away from their Blackberries.

iPhone will now support Microsoft Exchange ActiveSync and corporate security standards which will allow IT departments to integrate the device into their systems. New features announced on Apple’s website include:

• Push email
• Push contacts
• Push calendar
• Global Address List
• Certificates and Identities
• WPA2/802.1x
• Enforced security policies
• More VPN protocols
• Device configuration
• Remote wipe

In addition, Apple has started an iPhone Enterprise Beta Program, allowing businesses to test out 5 iPhones complete with the new features and the 2.0 software in exchange for feedback. The application page suggest that Apple is looking for businesses of all sizes with a variety of IT systems and email clients to put the new features to the test. The program is a brilliant way to not only market the product but also to iron out all the kinks in the new software before it hits the desks of Gartner analysts again (something tells me they won’t be on the Beta list). As the folks at Engadget put it, “If you get into the program, you’ll get to test out all those new enterprise features announced today, and provide Apple with feedback on how awesome everything is.” Seems expectations are high.

Perhaps the most exciting thing about the iPhone 2.0, though, is the opening up of Apple’s APIs and tools for third-party developers. This will allow outside developers and IT departments to create internal customized applications. This will open up the market for enterprise users and expand the appeal of the iPhone. The new apps will be developed using Apple’s Xcode Cocoa tools. As AppleInsider says, “Those tools will be very familiar to existing Mac OS X developers, and conversely, Enterprise developers building new apps for the iPhone will also become familiar with deploying desktop applications for the Mac.” Initially, the developer pool will be limited, and Apple will be charging $99 to developers who want to deploy free, commercial apps and $299 to those who create in-house enterprise apps. A small price to pay, by any standards.

As the beta testing reaches more businesses, I’m hopeful we’ll see reviews and critiques of iPhone 2.0 that give a better indication of the enterprise uses for this device. If Apple’s ambitious plans come to fruition, we’ll be seeing corporate execs pinching and tapping their screens instead of typing on miniature keyboards.

Spanish telecom giant Abertis is aiming to bring broadcast television to cell phone users. As the largest network of radio and television signal broadcasting and distribution sites in Spain, the company has been developing a Digital Video Broadcasting Handheld network (DVB-H). This network would enable phones with DVB-H receivers to read regular broadcast television signals. Users would be able to watch digital TV from their cell phones with no downloads, no streaming, and no internet connection. This breakthrough has the potential to change the way mobile users watch television and the way service companies bill for video services.

According to a February press release, Abertis “has also carried out six pilot programmes throughout Spain with the country’s leading radio broadcasters and mobile operators.” They also reportedly tested the mobile TV network during the Mobile World Congress, which was held in Barcelona in mid-February. Other companies have also started testing the new technology throughout Europe. Japan, perhaps the most advanced country in terms of mobile technology, has already deployed a similar network which is available for free. According to the Wall Street Journal, this service has already attracted 17 million users in the 18 months since it was introduced. If Abertis’s network is made available on a similar model, this could mean a huge jump in the number of users who access television through their mobile phones, particularly if service providers are willing to drop prices for data packages.

One promising development is Nokia’s announcement that the will put DVB-H technology in their new N96 phone model, as well as in current phones which already have TV capabilities. The N96 is getting great reviews from industry experts, due to its optimization for web video, TV, and multimedia files. It even features a “kick stand” so one could watch videos hands free. Nokia revealed the new phone at the Mobile World Congress, and it is expected to reach store shelves in Europe in late 2008, with U.S. distribution to follow.

The DVB-H network has been tested on very small scales in the U.S., and the success of mobile TV services largely depend on the willingness of mobile networks to provide free access to programming, since users are accustomed to watching TV free-of-charge. This debate is ongoing in Spain, where top television networks support advertising-based revenue through DVB-H, but mobile networks are hesitant to give up their large data fees. A spokesperson for Spain’s popular Antena 3 network told the Wall Street Journal, “The key for mobile TV is to offer free programming that is attractive and familiar in order to build a critical mass of viewers.”

If TV networks and mobile providers can come to terms about where their profits will be made, lucky commuters will be able to catch the morning weather report, or see highlights from last night’s game. Here’s hoping this innovative technology jumps the Atlantic sometime soon.

When most people think of treasure hunting, familiar characterizations come to mind: pirates, old maps written on ancient scrolls, chests full of gold coins buried where “X marks the spot.” Well, this concept has been taken into the 21st century…with some high technology updates. It is called Geocaching, and since its launch in 2000, this net community has gained over 500,000 members worldwide. Basically, the idea is a modern day treasure hunt, but instead of pirates, scrolls, and chests of gold, Geocaching is done with regular people, a GPS system, and caches. The popular website’s FAQ sums up the experience:

“Geocaching is an entertaining adventure game for GPS users. Participating in a cache hunt is a good way to take advantage of the wonderful features and capability of a GPS unit. The basic idea is to have individuals and organizations set up caches all over the world and share the locations of these caches on the internet. GPS users can then use the location coordinates to find the caches. Once found, a cache may provide the visitor with a wide variety of rewards. All the visitor is asked to do is if they get something they should try to leave something for the cache.”

Intrigued by this idea, and to further investigate this concept, I created a free account for myself on the website. So, for all of the aspiring treasure hunters out there, here are the basics of how the site works:

• Search a desired area. You can do this either by entering a specific address or a zip code and designating a radius.
• A list of all of the designated caches in your area will pop up. You can scroll through all of them and read the entertaining descriptions.
• Each description provides you with the coordinates of the location of the cache. You enter the coordinates into your GPS system and, presumably, let it guide you there.

The user forum points out that most of these caches contain a log book, which hunters are encouraged to sign, and trinkets to trade (the general courtesy being that if you take something, you leave something). Users may also choose to leave hints for some of the harder finds.

Web communities such as this one are becoming more and more prevalent in the “wireless age.” Ideally, they serve as a means of bringing average people together through technology. The content of the website, like the content of hidden caches, is generated by users who want to contribute to the community. Practically, however, it is necessary to be careful. This is very true with Geocaching as well. The ethics behind this type of online community/game have been called into question, as treasurer hunters could easily be lead into dangerous situations if they are not careful. The site has rules and regulations in place, but there are other concerns to be taken into consideration. For example, there have been a number of caches destroyed by bomb squads because of the suspicion generated by these plain boxes being conspicuously left out in the open. While these caches are harmless, not everybody would necessarily know this, so public safety becomes an issue when a cache is not hidden well.

Still, with the kind of global membership this web community has, Geocaching is certainly an intriguing concept. At the very least, unlike your typical internet blog, this community encourages users to explore the world outside the 10-foot radius of their desks. Using technology to encourage activity certainly seems like a radical idea in an age where social life is increasingly virtual (internet surfing, social networking, virtual worlds, video games, etc.). As long as you exercise good judgment and caution, Geocaching is an entertaining way to keep busy. After all…who knows what you’ll find on your next “caching” adventure?

There is no denying that Apple, Inc. holds a commanding presence in the industry today. The iPod has been one of the leading multimedia players for the past few years, and the recent introduction of the iPhone into the marketplace has boosted their reputation worldwide. This has led many to wonder: what’s next for Apple? The idea of Apple branching out into other markets seems like the next logical step, but what new idea will reach the largest group of consumers? This is the same question that BusinessWeek recently posed to their readers, and one of the most intriguing ideas introduced was the Apple Auto (conceived by Wes Brown of Iceology). This idea is huge: certainly, Apple has never attempted something of this magnitude before, but does that necessarily mean they couldn’t? If Apple could bring their branding to the auto industry, would they be successful?

It is certainly interesting food for thought. For the purposes of this article, let’s assume Apple did have plans to partner with an automaker. There are several technological and marketable characteristics that Apple has in its favor. The iPhone proves that Apple technology could feasibly be applied to a wide range of different devices. In theory, then, a team of Apple engineers could use their expertise to create a fully automated driving machine (hereafter referred to as the iCar, simply for brand power), complete with dashboard computer capabilities. Lucky iCar owners could potentially control all of the operations of the car via a simply touch screen.

As Brown pointed out to Businessweek, consumers are ready, willing, and able to pay top dollar for this company’s products. Certainly, the iCar would be no different. In addition to their innovative technology, the iCar can appeal to a wide range of consumers simply by including the following popular auto features:

ENVIRONMENTALLY SOUND - An entire section of the Apple website is dedicated to their continuing efforts to go green. In a section entitled “A Greener Apple,” Steve Jobs describes all of Apple’s current conservation projects, all of which are impressive. Therefore, were Apple to pursue the idea of manufacturing the iCar, environmentally sound features would definitely be a priority. Whether that technology would use hybrid, biofuel, or electric models, or whether Apple would pioneer a new direction, the idea of “go green or go home!” would resonate with Apple’s customers.

ADVANCED SAFETY - Automobile safety features play a big role in the decision of buying a new car. According to Consumer Reports, the most important new automobile safety feature is electronic stability control, which “selectively applies brakes to one or more wheels when a vehicle is about to slide out of control”. All new cars will be required to have electronic stability control as of 2012. Other new safety features listed (which Apple would also most likely be able to provide) include lane-departure warning and back-up cameras (easy enough to imagine from Apple!), adaptive cruise control, blind spot detection, night vision, voice recognition, and intelligent networks. Existing Apple technology could very easily be adapted and enhanced for all of these features.

ENHANCED MULTIMEDIA FEATURES - Apple is not entirely unfamiliar with the automobile industry, as they have worked with several manufacturers to adapt the iPod to be car-friendly. With the right team of engineers in place (both software and mechanical), this could be quite a feasible idea. Basic on-board PCs for automobiles are currently available for around $500 (less expensive than the first release of the iPhone!). Apple could easily develop an integrated system which would meet all the multimedia needs of today’s drivers. Imagine a car that can be completely controlled by voice commands. With an on-board mapping system, internet capability, cameras, and censors, your dashboard PC could do all of the hands-on work for you, enabling you to safely check e-mail, news updates, switch music stations, etc. What more could you ask for in a new car?

While there are inherent risks in these sorts of ventures, an iCar would undoubtedly have a profound effect on the automobile industry. It has the possibility of creating a merging of minds between consumer electronics and vehicle manufacturers, taking the best technology from each industry to provide a better user experience. If this idea were as successful as the iPod and iPhone have been, there will most definitely be an iLoan in store for many!

P.S. Mr. Jobs, if you are reading this, please be sure to spell Mr. Brown’s and my name correctly on the royalties checks.

A few months back, Talkibie featured an article about the uses of Nintendo’s Wii console for rehabilitation for U.S. soldiers injured in Iraq and Afghanistan. Another recent report explored the use of online training programs for developing soft skills like communication, language, and management techniques. Now, we’ve learned of a military training tool that combines the worof gaming with the development of people skills. The Defense Advanced Research Projects Agency (DARPA) has funded the development of a training game called DARWARS Ambush NK!, which allows U.S. soldiers to expand their soft skills in an exciting and entertaining environment.

Video games and military training go hand-in-hand. From first-person shooters, which allow gamers to improve their marksmanship and practice stealth, to Massively Multi-Player Online Gaming, which encourages teamwork and coordination, the skills needed to be a successful gamer often mirror those needed to work within a military unit. Military and police organizations have long used gaming-style training courses to help members develop their physical abilities, but DARWARS Ambush NK! is aimed to give soldiers the mental stamina and communication under pressure that will help soldiers interact with locals in war zones.

A jointly-funded project from DARPA, U.S. Joint Forces Command, and the U.S Marine Corps Program Manager for Training Systems, the game is developed by BBN Technologies, a regular contributor to DARPA projects. Ambush is set up as a multi-player simulation game, where up to 64 players can interact over a computer network. Though it is internet capable, the military units using the training program choose to play over a closed LAN for security reasons. Though a player’s perspective is that of a first-person shooter like in Halo or Call of Duty, Ambush NK! is meant to give soldiers the skills to deal with complicated communication challenges in places like Iraq or Afghanistan.

As one of lead scientists on the project, Dr. Elaine Raybourn told Baseline magazine, “We are talking about training for nonkinetic engagement - interpersonal communication, negotiation skills, and interpersonal rapport. The goal is to make soldier’s better thinkers and communicators under stress.” The “nonkinetic” aspect of the skill-building is what’s truly innovative about Ambush NK!. Soldiers have plenty of access to appropriate training for the physical aspect of their jobs, and DARWARS hopes to expand their competencies to help them better interact with locals in war zones. Scenarios for the players are designed to help them bridge local customs, train local peacekeepers and police, and build relationships with the community in which they serve. Perhaps the most innovative part of the technology is that it is designed to support user-generated scenarios, allowing training personnel and commanding officers to augment the game when needed.

Aside from the design elements of first-person shooters, Ambush NK! also pulls inspiration from virtual worlds like Second Life. Soldiers who use the game create avatars and communicate with each other during the online training exercises. This helps the units who will serve together to train in a realistic environment and develop superb teamwork. Instructors can also jump in, and like in virtual worlds, can change the scenarios and monitor their team’s progress.

DARWARS Ambush NK! has four main objectives, which are stated on their website:

• Varied - Giving individuals and groups real practice across a wide range of skills.
• Safe - Creating opportunities to exercise critical decision-making and communication skills in an environment where it’s safe to make mistakes and learn from them.
• Available - Making appropriate training available instantly to anyone, anywhere.
• Engaging - Making training so engaging that our forces choose to train, opting to come back again and again to practice and hone skills.

These goals are designed to help soldiers not only develop skills when they’re safely stationed at U.S. bases, but also meet the continuous training needs of those stationed overseas. The hope is that public relations disasters with civilians, which have plagued all the branches of the military in the Iraq war, will be avoided by giving the average soldier the skills he or she needs to deal with the public.

DARWARS Ambush NK! hopes to train 20,000 soldiers per year, and it will be tested first by the U.S. Army. The focus on soft skills such as communication, negotiation, and cultural awareness will likely be a useful addition to the tools currently used by U.S. military personnel deployed in war zones. DARWARS expects to eventually make the code for their projects open source, which would further increase military’s ability to adapt Ambush NK! for specific situations. With this type of excellence in training, hopefully our soldiers will be able to interact peacefully with civilian populations and encourage political stability in conflict zones.