Group Zork

Ava Flores
• Wednesday, 07 October, 2020
• 12 min read

You head into your man cave, pop in a cassette of Def Leppard's Photograph song and push play. You turn on the switch of your power distribution center and fire up your Commodore gear.

(Source: www.tes.com)


As the 1701 monitor starts to warm up and casts its cool glow upon your face, you wonder what you are going to play. After signing in, you are suddenly taken to a place where others have gathered, ready to watch your every move.

You start chatting with him and recall all the crazy programs you used to write and games you used to play, like Work. As you make your way from the White House to the deep, dark catacombs, across the reservoir dam, into the volcano, your game achievements start to attract others who join in and watch your progress.

Carl makes his suggestions as you both work through the puzzles, but others have their own opinions that they share with you. You play late into the night and before you know it, realize that it's now 3:30 a.m. (just like it used to be) and you have an early morning meeting.

Group Work will download all necessary files in order to play from a real Commodore 64! Please use the login method you chose under My Account on the Website (whether you use your screen name or your email address) and press RETURN.

In this article, we discuss the pros and cons of group work, and tips for establishing effective teamwork. In some fields, creativity thrives when people share ideas freely and can benefit from others’ input.

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(Source: www.int-studentblog.dtu.dk)

When assembled thoughtfully, employee groups can produce quality work with positive collaboration and encouragement. For example, if a team leader distributes a list of 100 tasks among five employees based on their individual skills and abilities, it could create a stronger project.

When people work together to address problems or difficulties in a project, the quality of the solutions can increase due to their collaborative efforts. When the group members commit to more thorough communication, they encourage each other to meet deadlines and can offer help when needed.

Groups can establish methods for accountability, such as shared spreadsheets or regular meetings for reporting progress. If a group contains a range of experience and seniority, new or younger employees can find people to learn from and emulate.

While leadership is a valuable career skill, strong personalities can make it challenging for others to contribute feedback and can affect the cohesiveness of the team. It is important to determine whether the complications of scheduling group work are as valuable as assigning tasks to individuals.

Some participants may feel like their team doesn’t value their suggestions as much as others’ if their ideas aren’t used as frequently. When creating a group, make sure each team member receives a role that entails specific duties.

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(Source: www.edutopia.org)

For example, you can assign someone to be the group coordinator who would be responsible for creating a meeting schedule and ensuring that the team completes tasks on time. Assigning new or younger employees to groups where they will feel valued and encouraged can be a great way to train them.

These adages speak to the potential groups have to be more productive, creative, and motivated than individuals on their own. Group projects can help students develop a host of skills that are increasingly important in the professional world (Caruso & Woolly, 2008; Man nix & Neal, 2005).

Positive group experiences, moreover, have been shown to contribute to student learning, retention and overall college success (Austin, 1997; Into, 1998; National Survey of Student Engagement, 2006). Break complex tasks into parts and steps Plan and manage time Refine understanding through discussion and explanation Give and receive feedback on performance Challenge assumptions Develop stronger communication skills.

Faculty can often assign more complex, authentic problems to groups of students than they could to individuals. Additionally, group assignments can be useful when there are a limited number of viable project topics to distribute among students.

And they can reduce the number of final products instructors have to grade. Whatever the benefits in terms of teaching, instructors should take care only to assign as group work tasks that truly fulfill the learning objectives of the course and lend themselves to collaboration.

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Instructors should also be aware that group projects can add work for faculty at different points in the semester and introduce its own grading complexities. Harnessing the power of emergent interdependence to promote diverse team collaboration.

The promise and reality of diverse teams in organizations. Leaving college: Rethinking the causes and cures of student attrition.

Release Name: Groundwork Released By: Agent Friday Published: Tuesday, March 08, 2011, Public Category: Games Version: 1.2 (beta) Internet Adapters: Comet64 Commodore Platforms: C64 Release Comments: To load directly from CommodoreServer.com (over RS-232 device), load “BOOT”,2. The version 1.2 release mostly fixes compatibility issues involving changes to the server.

Work distinguished itself in its genre as an especially rich game, in terms of both the quality of the storytelling and the sophistication of its text parser, which was not limited to simple verb-noun commands (“hit troll”), but recognized some prepositions and conjunctions (“hit the troll with the Elvish sword”). Work is set in “the ruins of an ancient empire lying far underground”.

FrobozzCo products are littered throughout all Work games, often to humorous effect. Several treasures and locations in Work reveal that there used to be a large aristocratic family called the Flathead's, who reigned supreme over the GUE.

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(Source: www.edutopia.org)

In each game, there are several light sources the player can pick up and use, among them a battery -powered brass lantern and a pair of candles, which both have a limited lifespan, and a torch that never expires. The player must be carrying at least one light source at all times when exploring the dark areas of the games, or else, if they continue navigating through the dark, the player will be caught and devoured by a carnivorous grue, ending the adventure in defeat.

The exception to this rule occurs when the player must use a spray can of grue repellent to navigate dark areas requiring an empty inventory to traverse. The original MIT version of Work (also called Dungeon) combines plot elements from all three of the following games, which were made available for commercial sale.

Work I: The Great Underground Empire The game takes place in the Work calendar year 948 GUE (although the passage of time is not notable in gameplay). Although the player is given little instruction, the house provides an obvious point of interest.

Work II: The Wizard of Robot The player begins in the Barrow from Work I armed only with the trusty brass lantern and the elvish sword of great antiquity from before. The objective of the game is not initially clear, but the player is pursued throughout by the titular wizard.

Work III is somewhat less of a straightforward treasure hunt than previous installments. Steve Marty said in 1984 that “the worst bug that ever got out was in Work III “; having the sword during the last puzzle makes the game unwinnable.

works working students together
(Source: www.quietrev.com)

In the Work games, the player is not limited to verb-noun commands, such as “take lamp”, “open mailbox”, and so forth. Instead, the parser supports more sophisticated sentences such as “put the lamp and sword in the case”, “look under the rug”, and “drop all except lantern”.

The game understands many common verbs, including “take”, “drop”, “examine”, “attack”, “climb”, “open”, “close”, “count”, and many more. “Brief” would give a moderate room or item description on the initial visit, and a bare minimum on subsequent visits, “Super brief” would only give a room title for each and every visit, while “verbose” would supply “Maximum Verbosity” by giving all available information in each room, or item thereof, or revisit thereafter.

PDP users quickly spread Colossal Cave around their community, including a Stanford University computer used by Don Woods in 1976. Woods contacted Crowther and received his permission to make an improved version which also spread to many locations, including the PDP-10 systems at MIT.

Muddle is a LISP -based system that provided powerful string manipulation, so while the two games are similar in using text commands for input and exploration, Work is much more advanced technically, allowing longer and more specific commands. Work also uses a completely new map that was designed in multiple areas with their own stories and self-contained puzzles, whereas Cave is purely exploratory.

While Colossal Cave has been referred to as a simulation of Mammoth Cave, Work has been described as a simulation of Colossal Cave, but much more sophisticated; The Boston Globe in 1984 stated that Work bore about the same relationship to Adventure as the splashiest arcade games do to the little white light that bounced through the primitive Pong “. By the summer of 1977 the DM group's game was unable, although only about one-half its final 1 MB size.

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The team's members, now referring to themselves as the “imps” (“ implementer “), continued to add new sections to the map. This version became widely available on Arcane, and a mailing list dedicated to the game appeared.

During the fall the final sections were added, along with the D&D -inspired combat system, and the game was essentially complete. The imps continued working on the game over the next year, adding areas and puzzles, with major development completed by the fall of 1978.

The last addition was not made until February 1979 but development continued on bug fixes and touch ups, with the last mainframe release in January 1981. That year the developers received notice from Tactical Studies Rules (TSR), the publishers of Dungeons and Dragons, which claimed the game violated their copyrights, so changed the name back to Work.

While being developed at DM, the game's source code was protected by encrypting the files and patching the machine's copy of ITS to not allow access to the directory containing the source code. Bob Sunk of Digital Equipment Corporation used the decrypted source to create a FORTRAN IV port, which allowed the game to run on the smaller PDP-11.

Sunk released his version in January 1978, which was ported to many platforms. The FORTRAN version of Dungeon was widely available on DEC VAXes, being one of the most popular items distributed by Decks, and incorporated features and changes from the original muddle version.

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(Source: blog.brainbalancecenters.com)

It has one extra joke: an impassable entrance to the Mill, a reference to DEC's Maynard, Massachusetts headquarters. It also has a GDT command (game debugging technique, a reference to the DDT debugger) which enables the player to move any object (including the player) to any room.

The game's response to a wrong answer (“A booming voice says 'Wrong, cretin!' And you notice that you have turned into a pile of dust”) appears in many fortune cookie” databases.

The FORTRAN version was also included in the distribution media for some Data General operating systems. A FORTRAN version was running in an IBM 370 port in the Constituents Atomic Center, Argentina, around 1984.

In 1979 three of the four original imps founded Info com as a general programming firm. Two other members of the DM team, Joel Bar and Marc Blank, convinced the founders that it was possible to sell Work commercially on new personal computers.

To solve the problem of storage space, they first considered using data compression but decided to remove sections of the game until it would fit on a floppy disk. Dave Le bling drew a circle on the Work map so it contained about half of the original map, about 100 or so locations including everything above ground and a large section surrounding the Round Room.

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(Source: blog.teslontario.org)

The map was modified to make it more logical and seal off exits that led to no longer-existing areas. Scott Cutler created a TRS-80 version of ZIP in early 1980, and in February the company demonstrated Work to Personal Software (PS), the distributors of Musical and likely the first software distribution firm for microcomputers.

Work being played on a Kay pro computers had no interest in the PDP-11 version so Info com retained the distribution rights; it became the first official sale for the company in November 1980, when it shipped a copy on 8-inch floppy along with a hand-copied version of the manual. Bruce Daniels' Apple II version began sales in February 1981 and PS sold 6,000 copies by September.

Although the company did not know, sales of Musical were so strong that PS began discontinuing other software to become Visitors. In 1996, Next Generation listed all the text adventure installments of the series collectively as number 38 on their “Top 100 Games of All Time”, praising their AI, puzzles, humor, and writing.

They further argued that “text adventures in general, and Work in particular, can offer a greater variety of puzzles, more deplorable areas, and better plot development than graphic adventures.” In 1999, Next Generation listed the Work series as number 48 on their “Top 50 Games of All Time”, commenting that, “Never mind the great writing or humorous tone that Work and its direct descendants products, the puzzles that the Work series offers have yet to be matched by most modern adventure games”.

Work I's sales surprised Info com by rising, not falling, over time; many dealers sold the game as an essential accessory to those purchasing new computers. It was so popular that a hint book was printed in invisible ink to guide players through the world without spoilers.

work student learning collaborative students edutopia collaboration teaching university classroom build building integral part
(Source: www.edutopia.org)

Work Quest: Assault on Egrets Castle (1988, Info com, interactive computer comic book) Work Quest: The Crystal of Doom (1989, Info com, interactive computer comic book) The Enchanter trilogy and Wish bringer occupy somewhat unusual positions within the Work universe.

Enchanter was originally developed as Work IV ; Info com decided to instead release it separately, however, and it became the basis of a new trilogy. Although Wish bringer was never officially linked to the Work series, the game is generally agreed to be “Dorian” due to its use of magic and several terms and names from established Work games.

A second bundle published in 1992, The Lost Treasures of Info com II, contained Wish bringer and ten other non- Work -related games. Four game books, written by S. Eric Marty and taking place in the Work universe, were published in 1983-4 by Tor Books in the US and Canada, and Puffin in the UK: The Forces of Krill (1983), The Manifesto Quest (1983), The Cavern of Doom (1983), Conquest at Vendor (1984).

Work I is featured in Activision's 2010 game Call of Duty: Black Ops as an Easter egg. In the main menu of the game, the player can get up from a chair and find a computer.

Work I is fully playable within Call of Duty: Black Ops. Work was also featured in the book version of Ready Player One by Ernest Cline as the challenge to find the Jade key.

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(Source: mswcareers.com)

^ a b c d e f Dave Le bling & Marc Blank (1984), Work Trilogy Instruction Manual. ^ Le bling, P David (December 1980), Work and the Future of Computerized Fantasy Simulations”, BYTE, 5 (12): 172–182 ^ Adams, Rick.

The result, around 1978, was Dungeon, (from which Bob Sunk at DEC created a FORTRAN version); the MDL original, however, was soon renamed Work. Version FORTRAN IV Work (Dungeon) Release Date January 1978 Authors A somewhat paranoid DEC engineer ^ Stanton, Jeffrey; Wells, Robert P.; Rochowansky, Sandra; Mel lid, Michael, eds.

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