The Cabal: Valve’s Design Process for Creating Half-Life
Friday, November 20th, 2009This article showed that Valve, a production company who developed the highly successful video game Half- Life, found marriage between public opinion and innovative game development was a better victory pathway than satisfying marketing demands. Their initial product, Half-Life was scrapped, since it did not appear to meet their internal quality standards. The game was not fun despite the artistic design, the levels tied poorly together and it was riddled with technical problems. However, often starting from the beginning allows other new ideas to generate.
It appeared the first step was to lie out the important components to developing a quality video game, and Valve defined them as:
1) Experiential destiny: player control of activity and next experience without lag time
2) Player acknowledgement: visual reinforcement of player actions
3) The player should blame himself or herself for failure, not the game, so to continue to like the game
All designed to make the game palatable to the player. It seemed their next step was to find a perfect game-developer to put it all together. Having failed, they seemed to create their own avatar, the cabal. This cross-section of company talent combined their expertise with public play-testing to re-create Half-Life that met standard as well as financial success.
It showed that if you find talented people who can work together, there could be better success than when people work in isolation. This is however no easy accomplishment with egos, superiority complexes and self-demigods that often exist in this industry. But egos were outweighed by vision and some are energized by collaboration. This allowed widening of the opportunity to change what didn’t work for what did. In this environment leaders are needed, others with talent willing to be subordinate and skills need to be integrated.
In the end, Valve found groundbreaking success with teamwork, the cabal.

















