Tag Archives: Hasbro

Is D&D Best When Corporate Isn’t Paying Attention? The Suits Are Paying Attention Now

D&D is best when its corporate owner isn’t paying attention. When I asked who deserved credit for that observation, it proved too widespread and too old to name a source. The D&D team started sharing the notion soon after 1985, when D&D’s co-creator Gary Gygax lost control of publisher TSR and non-gamers started managing the game. Since then, when the suits steered D&D’s creative direction, the game suffered, but when they ignored it, it thrived. Corporate attention has risen and fallen over the game’s 50-year history, leading to a cycle of highs and lows.

Many gamers fell in love with D&D with its second edition, but the release stands as a creative low. Sure, the second edition designers loved the game and fought to make the release as good as possible, but TSR’s management stifled their ability to improve on the rules. Lead designer David “Zeb” Cook recalled, “We had to convince management that [second edition] was a good idea because they’re going, ‘That’s our Core Business right there and you’re talking about rewriting it.’  Fear starts to appear in their eyes. ‘We have a whole warehouse full of product. If you do this, what’s going to happen to all that product?’”

“There were all kinds of changes that we would have made if we had been given a free hand to make them—an awful lot of what ultimately happened in the third edition,” said second-edition designer Steve Winter said. “We heard so many times, ‘Why did you keep armor classes going down instead of going up?’ People somehow thought that that idea had never occurred to us. We had tons of ideas that we would have loved to do, but we still had a fairly narrow mandate that whatever was in print should still be largely compatible with the second edition.”

A game outside of management’s scrutiny, the 1992 edition of Gamma World, benefited from the design team’s innovations. “We basically said, take all these ideas that we couldn’t do and incorporate them into Gamma World and make it as streamlined as possible,” explained Steve Winter. Gamma World featured many innovations that corporate blocked from reaching the second edition.

  • Ascending armor class
  • Skills called skills
  • Attribute checks
  • Attribute modifiers similar to those that would appear in 3rd edition
  • Health and Mental Defense saves that resemble 3rd edition’s Fortitude and Will saves

(See The Dungeons & Dragons Books that Secretly Previewed Each New Edition.)

Management also made the decision to remove demons and devils. “That didn’t work because, oh my goodness, they’re the best monsters ever” Designer Wolfgang Baur said, only slightly in jest. “Every hero wants to take on and defeat them.” The game steered away from anything that might alarm concerned parents. See D&D’s Biggest Controversies Ranked—1. D&D Becomes a Target of the Satanic Panic.

During D&D’s second edition era, parts of the D&D product line also gained freedom and creative energy from management’s inattention. The Planescape campaign setting makes a perfect example. The setting met widespread critical acclaim. For example, in Pyramid issue 8, Scott Haring wrote, “Normally, I start a review off slowly…forget that noise. I’ll cut to the chase—Planescape is the finest game world ever produced for Advanced Dungeons & Dragons. Period.” He concluded, “Planescape is a revolutionary product, a breakthrough for TSR. If you think you’ve ‘graduated’ from AD&D, that you’ve evolved past it, go back and take a look at Planescape. This is the game world that will get you playing AD&D again.”

Planescape’s lead designer, Zeb Cook, started the setting from minimal instructions summarized in Slaying the Dragon by D&D historian Ben Riggs. “Do the planes. Have a base location as a setting. And do factions.” The idea for factions came from the bestselling Vampire: The Masquerade game. “The vagueness gave [Zeb Cook] license. He could do almost anything and play anywhere in the D&D cosmos.”

Soon after the setting’s release, Cook left TSR, but follow-up products continued to gain from a lack of oversight. “Fortunately for the Planescape team, upper management was very hands-off with Planescape, even after it won the Origins Award, and we could get as weird as we wanted,” recalled designer Colin McComb. “Now that I think about it, it’s possible Creative Director Andria Hayday and David Wise (who would be promoted to the manager for the whole department) managed to shield us from the Eye of Sauron—getting us the resources we needed while keeping management from paying too much attention to us.”

Despite Planescape’s creative success, the line failed to make money for TSR. None of TSR’s products made enough money, so by 1997 the company neared bankruptcy. Wizards of the Coast (WotC) purchased TSR and saved D&D from being auctioned piecemeal by the courts. Peter Adkison, WotC’s CEO and a D&D fan, led D&D to a new high.

Adkison became deeply involved in D&D, attending third edition design meetings and earning a designer credit in the rule books. But Adkison approached the game as a fan and game designer. “Coming into 1990…I was spending so much time on D&D that I decided, along with many of my friends, to start a gaming company—Wizards of the Coast.” When the third-edition design team struggled to agree on a direction for the new edition, Adkison set one from a gamer’s perspective. “I was filled with trepidation. I was assuming responsibility for something very important to, literally, millions of fans around the world. If I made the wrong decisions, a lot of gamers would be very disappointed.” He feared disappointing gamers rather than stockholders.

Adkison set a good direction for the game, and the designers released an edition that delighted existing players and won new enthusiasts. “Fan response was immediate and overwhelmingly positive,” wrote Adkison.

The 2003 release of a 3.5 rules update brought D&D to another low. By then, Peter Adkison had left Wizards of the Coast. Most D&D players now owned third-edition books, so sales slowed. Corporate management looked for a way to boost D&D revenue. Based on his insider knowledge, game designer Monte Cook concludes that management sped the release of D&D 3.5 to just three years after third edition’s debut and that “the amount of change in the books was artificially increased beyond what was needed to force the player base to buy all new rule books.”

The update’s designers succeeded at making improvements, so when Paizo developed their Pathfinder game, they built on 3.5. Still, the sudden release hurt D&D overall. “The changes in 3.5 are so pervasive, and some of them so subtle, that any mastery people had achieved is gone. ‘Oh come on, Monte,’ one might reply, ‘the changes aren’t that bad.’ I’m not even talking about ‘good’ or ‘bad’ here. The problem is that there are just enough changes that a player has to question everything. Even if fireball didn’t really change, after you’ve had to re-learn how wall of force, flame arrow, and polymorph work, how can you be sure? Welcome to the game sessions where you’ve got to look everything up again.”

At the time, D&D players enjoyed a surging number of third-party, D&D-compatible products that filled game store shelves. The release of 3.5 instantly made those books incompatible. Game stores suffered from stocks of nearly worthless products. Most of the publishers went out of business. Everyone lost.

While the D&D team developed the game‘s fourth edition for a 2008 release, Harbro management brought big ideas for an edition could increase the game’s profitability. “Some of the people who ran WotC were really jealous of World of Warcraft’s subscription model and so a whole bunch of the things that happened at Wizards of the Coast at that time were based on trying to get people to pay money every month,” lead designer Rob Heinsoo said. Management also hoped a new edition would break ties to the Open Gaming License, stopping other publishers from profiting from D&D compatibility without paying for a license.

The millions of people playing World of Warcraft seemed to far outnumber those playing D&D. “When we made the fourth edition, one of the earliest design goals given to us by the management was that it should be more familiar to people who were coming in having played World of Warcraft and other digital games. We were supposed to be more approachable.” So the new edition focused on the elements that made the D&D fun and especially appealing to fans of online fantasy games.

Designer Mike Mearls recalled that the team felt that “building a player character was the real thing that drove people to play the games. You wanted to choose your feats, your prestige classes and whatnot.” Rob Heinsoo focused on adding an irresistible hook. “The solution James Wyatt, Andy Collins, and I were excited about was to give every PC an ongoing series of choices of interesting powers. Every combat round you have an interesting choice of which power or powers to use.”

While the ultimate design offered many virtues, it failed to interest enough D&D fans. Mike Mearls later wrote, “No one at Wizards ever woke up one day and said, ‘Let’s get rid of all our fans and replace them.’ That was never the intent. With fourth edition, there were good intentions. The game is very solid, there are a lot of people who play it and enjoy it, but you do get those people that say ‘hey, this feels like an MMO, this feels like a board game.’” (For the full story of fourth edition, see The Threat that Nearly Killed Dungeons & Dragons—Twice.)

By the time the D&D team started on a fifth edition, corporate no longer gave the tabletop game as much scrutiny. After all, the fourth edition had become a financial disappointment and the tabletop RPG market had declined since 2005. Years of annual layoffs had eliminated most of the fourth-edition team. “While we didn’t talk about it in public, the business goal was to make a game that could keep people happy so that D&D could grow via video games and licensing,” fifth-edition lead Mike Mearls wrote later. “We ended up laying off or re-assigning several of the designers and editors after the game launched.”

The focus on video games and licensing brought freedom to the fifth-edition team. Instead of taking orders from upper management, the design team relied on feedback from the fans. Between the edition’s announcement in 2012 and its release in 2014, the D&D team offered a series of open playtest packets, collected feedback from 170,000 players, and then let the fans help guide the design.

Fifth edition became a hit. While every other edition of the game brought a surge of sales that quickly fell after existing players bought in, fifth edition sales climbed year after year. During Hasbro’s investor calls, the company now routinely boasted of D&D’s growth and profitability. Before the fifth edition, D&D only rated a mention once.

But over eight years, sales inevitably cooled, and in the corporate world, a steady profit is a disappointment. In 2022, Hasbro CEO Chris Cocks and Wizards of the Coast CEO Cynthia Williams appeared in a presentation for investors. Williams touted D&D’s popularity but described the game as “under monetized.” Wizards aimed to do a better job of gaining income from the game, bringing more earnings to stockholders. Corporate scrutiny returned.

WotC’s lawyers found a way to potentially invalidate the OGL that allowed publishers to profit from D&D-comparable products without giving WotC a cut. Incensed D&D fans forced the company to kill the plan. (See D&D’s Biggest Controversies Ranked—3. Wizards of the Coast Attempts To Revoke the Current Open Gaming License.)

Unlike D&D 3.5, I suspect something more noble than a cash grab led to the release of D&D’s 2024 update. In a 2020 article on diversity, the team wrote that in the six years since fifth edition’s release “making D&D as welcoming and inclusive as possible has moved to the forefront of our priorities.” D&D needed a new Player’s Handbook that dropped racial ability score modifiers and reflected the priority. As a bonus, the team could also make refinements based on years of play. (For my prediction of an upcoming update, see D&D‘s Ongoing Updates and How a Priority Could Lead to New Core Books.) The 2024 books include many improvements that I love.

Despite the good intentions, the 2024 update suggests Hasbro’s corporate influence, and I think the meddling left us with a weaker game than the D&D team might have created if left alone.

Watch the videos promoting the update to fans. The designers rarely mention all the welcome refinements and corrections to the existing rules. Instead, they boast of additions that never appeared on anyone’s wish list of essential updates.

  • They show new benefits player characters gain. The scale of these boosts goes beyond shoring up weaker classes, adding new candy like features that will “frustrate” DMs and a new weapon mastery system certain to slow play.
  • They showcase the bastion system—a game within a game that lets players farm more boons for their characters. Since 1974, D&D has sporadically included stronghold rules, but players rarely use them.
  • They tout the new crafting system that lets characters manufacture their own loot. When Chris Perkins pitched the crafting system, he cautioned that it appears in the Dungeon Master’s Guide because “this is unlocked by the dungeon master. The dungeon master determines whether or not the materials are available, whether or not the characters can build these items.” Perkins knows if characters with nowhere else to spend their gold can manufacture items like wands and enspelled gear, they will derail any campaign. The book offers no advice to DMs on managing crafting, so this system feels like a trap rushed into the book.

Because few gamers asked for many of the advertised changes, I suspect the push to make them came from corporate. The most unnecessary and weakest additions to the 2024 version of the game seem like they came from a meeting where a marketing executive stood at a white board with a marker, turned to face the D&D design team, and then demanded that they pitch new goodies that would sell the 2024 books to players who already have the 2014 books. Years from now, I may write a post that includes quotes from those designers talking about just such a meeting.

The Legal Fight Over Happy Birthday and What It May Tell Us About D&D’s Rumored OGL 1.1

Remember when chain restaurants celebrated birthdays by sending a parade of servers to your table performing a clapping birthday chant only heard in chain restaurants. The staff never sang “Happy Birthday to You” because until 2016 the media giant Warner claimed to own a copyright to the song. Anyone who wanted to perform “Happy Birthday” in public needed to pay for a license or risk the attention of Warner’s lawyers. Before 2016, Warner collected about two million dollars a year licensing the song.

The story behind those license fees may reveal insights about the rumored plans of Wizards of the Coast to take a cut from publishers selling D&D-compatible products.

Both the words and tune to “Happy Birthday” date to the 19th century, and they appeared in print together in 1911, so their copyright probably expired long ago. In 2010, a law professor researched the song and concluded that it almost certainly had already left copyright. Meanwhile, Warner made sketchy claims that their copyright held and collected $5,000 a day, year after year. Those paying for a license surely knew that Warner’s copyright claims might die in court, but why suffer the expense battling a media giant with $2 million a year at stake just to save something like the $5,000 license fee the movie Hoop Dreams paid to include the song. Paying for a license proved safer. Warner’s plans would have kept them collecting license fees until 2030 if not for a meddling documentary filmmaker who raised money to take Goliath to court.

How does this story parallel Wizards of the Coast’s rumored bid to use a new Open Gaming License to collect license fees from those creating D&D-compatible content?

Most people using the OGL probably don’t need it to sell their creations.

In the 80s, Mayfair Games published a line of generic adventures and supplements compatible with AD&D. When the cover of Dwarves (1982) boasted a product “suitable for Advanced Dungeons & Dragons,” TSR sued. In Designers & Dragons, Shannon Appelcline writes, “Intellectual property law as related to games is an unsettled subject. The general understanding is that you can’t protect game mechanics, except with a patent. As a result, a game manufacturer’s primary protection against other people using its IP is a trademark. Other publishers can’t use trademarks—like Advanced Dungeons & Dragons—in a way that would cause ‘confusion’…but that didn’t limit their use entirely.” The suit ended in a lopsided settlement for Mayfair where the company gained a perpetual, royalty-free license to use the AD&D trademark with certain restrictions. Insiders say that TSR feared the legal precedent that would be set if Mayfair won.

Could a modern publisher sell a D&D-compatible product touted as “Suitable for use with Dungeons & Dragons?” The courts would have to decide, but signs point to yes. For a final answer, a publisher would need to risk a potentially ruinous legal entanglement with Hasbro.

Surely, much of the popularity of the 20-year-old OGL stems from a possibly misplaced sense that it offered D&D-compatible products free protection from any legal issues. The question of whether products needed the license or not seemed moot.

Still, most publishers of products suitable for D&D could probably skip any license. During the fourth-edition era, when most publishers avoided fourth edition and its restrictive Game System License, Goodman Games produced a line of “4E Compatible” adventures that omitted both the OGL and GSL.

For years, movie producers opted to pay for “Happy Birthday” despite dodgy copyright claims because a license fee offered a safe and predictable option. Although a 25% royalty on revenue over $750,000 may seem unaffordable, this would simply represent Wizards’ opening offer. The company has likely approached the big OGL publishers to negotiate better terms that won’t force anyone to court. Today, the rumored OGL 1.1 suggests that Wizards of the Coast may bet that publishers opt for the safer and perhaps cheaper option of simply paying for a license.

Why Fourth Edition Seemed Like the Savior Dungeons & Dragons Needed

In 2005, Dungeons & Dragons faced a possible future similar to the fate of another popular role-playing game, Vampire: The Masquerade. In this future, D&D only exists as a license for online games and t-shirts and another potential movie. The tabletop game remains as an archive of PDFs for sale to die-hards. See The Threat that Nearly Killed Dungeons & Dragons—Twice.

To guarantee tabletop D&D never met this end, the game needed to qualify as a core game brand at Wizards of the Coast, now owned by Hasbro. D&D needed to match its best-ever year of sales in 2000, but this time the game needed sustained sales at that level.

Without a new edition, the game could never approach such numbers. A new edition could be easy, but it had to bring a profitable, sustainable strategy that would meet stockholder’s expectations for return on investment. So far, no tabletop publisher had found such a strategy.

None of this means that fourth edition’s inspiration came entirely from a reach for sales. D&D team leader Bill Slavicsek wrote, “As we move deeper into the third edition, it’s flaws and fun-ending complexities become more pronounced, more obvious to players and Dungeon Masters alike.” The design team saw ways to “greatly reduce and perhaps even eliminate completely the parts of the game that get in the way of the fun.”

Meanwhile, a new threat was taking players from D&D. World of Warcraft debuted in 2004 and experienced surging popularity. By May 2005, WoW had 3.5 million players. By 2008, the community hit more than 11 million players. D&D players started talking about the players that tabletop lost to WoW.

At gaming conventions, the same aging guys who started playing in the 80s showed up to play D&D. Presumably, the younger players and women who might love D&D stayed home to play Warcraft. Wizards of the Coast aimed advertisements at bringing WoW players to the tabletop, but mere ads could never win the flood of new fans D&D needed.

WoW didn’t look like a fad or another way to play. It seemed like the vanguard leading to the future of gaming. “Gaming was definitely changing,” D&D designer Mike Mearls explained. “And I think that for 4th Edition, what we were trying to do was to start predicting for D&D where we thought the game was heading.”

Surely, new players coming to D&D would have an online or video game background. To compete, D&D needed a big advance—a new edition that didn’t just improve the game but an edition capable of winning Warcraft players by matching some of what drew players to online games. “As far as I know, 4th edition was the first set of rules to look to videogames for inspiration,” Mearls said. “I wasn’t involved in the initial design meetings for the game, but I believe that MMOs played a role in how the game was shaped. I think there was a feeling that D&D needed to move into the MMO space as quickly as possible.”

So the new edition focused on the elements that made the D&D fun and especially appealing to fans of online fantasy games. Mearls recalled that the team felt that “building a player character was the real thing that drove people to play the games. You wanted to choose your feats, your prestige classes and whatnot.”

Once players built their characters, the fun came from showing off those characters on the battlefield. Lead designer Rob Heinsoo wanted to give the game an irresistible hook that tied the game together and compelled gamers to play. “The solution James Wyatt, Andy Collins, and I were excited about was to give every PC an ongoing series of choices of interesting powers. Most every time you gain a level you select a new power or a feat. Every combat round you have an interesting choice of which power or powers to use.”

But none of this excitement would benefit players who struggled to find DMs or potential DMs who saw the role as a chore.

The new edition worked to be easier to run. Casual DMs could simply buy an adventure, read the boxed text, and then run a sequence of skill challenges and combat encounters. In a skill challenge, the DM just had to decide if a skill helped the players—but only when the challenge’s description neglected to list a skill in advance. Combat encounters ran easier too. Monsters offered a few, clear options for combat. Just move and roll attacks.

To succeed, the new edition needed to do more than win new players. The game needed a profitable, sustainable strategy.

For Blizzard Entertainment, Warcraft boasted an advantage that the D&D team surely envied. Players paid a monthly fee, which guaranteed steady revenue.

“Along the way, we also came up with the idea of Dungeons & Dragons Insider,” Bill Slavicsek wrote. “This exciting suite of digital tools for players and Dungeon Masters was just too powerful a concept to try to shoehorn the existing d20 Game System around it. Instead we knew we had to rebuild the game to take full advantage of this amazing new initiative.”

The game didn’t just need to be easy to DM. It needed to be easy to run online. Ideally, it would help DMs enough to make running a bad game nearly impossible. Players could drop into the virtual tabletop at any hour, join any available DM, and feel confident that a stranger could deliver a fun experience. A thriving virtual table would let players join a game 24/7, just like Warcraft. And all those player would pay monthly, just like Warcraft.

The designers aimed for online-friendly rules. Fourth edition defines powers as tightly as Magic the Gathering cards, so a computer never needs to decide if, for example, you can take ongoing damage from cold and fire at the same time. Unlike earlier editions, spell effects no longer required a DM’s judgement to rule on a Wish or to decide whether a wizard could polymorph a fly into a blue whale that would drop on a foe.

If the rules proved easy for computers to emulate, the virtual table could lift more and more of the rules burden from the DM and the players. Meanwhile, a new generation of D&D-inspired video games and MMOs could open new revenue sources.

The team planned ways for players at kitchen tables to contribute to the bottom line too. The emphasis on character building would inspire players to by a stream of books with new options. DMs would buy adventures. Everyone needed miniatures. The 4E rules list “D&D Miniatures” among things needed for play—not as a “Useful addition” like a character sheet. The rules never mention tokens or other alternatives to minis.

The D&D team thought they finally had the recipe for sustained success that D&D needed. The new game featured rules optimized to bring the most fun out of the character creation and combat choices that drew players to D&D. The new strategy could gain the income that would vault D&D to a core brand for years to come.

At the 2007 Gen Con game convention, the D&D team announced the new edition. Mike Mearls saw an uneasy reaction from the D&D faithful. “The big announcement on Thursday night was, well, tense. We didn’t spark a riot, but it seemed the audience was a bit nervous.”

As someone in the audience, I saw a confused reception. The D&D team emphasized D&D Insider and the virtual tabletop so much that people wondered if D&D would remain a game playable without a computer. But the designers loved D&D and their new edition, so we felt ready to embrace it too.

Next: Why Fourth Edition Never Saved Dungeons & Dragons

The Threat that Nearly Killed Dungeons & Dragons—Twice

Despite the alarmists warning that things like ascending armor classes, women, or fourth edition would ruin Dungeons & Dragons, the game has only faced one serious threat. Ascending ACs are just easier, woman have been improving the game at least since Lee Gold, and fourth edition once seemed like exactly the savior D&D needed. The real threat to D&D came from the way the game combined cheap entertainment with a valuable brand.

For a sample of D&D’s potential demise, witness the fate of another successful role-playing game: Vampire: The Masquerade. In the 90s, the popularity of Vampire seemed ready to eclipse D&D.

On its introduction by White Wolf Publishing in 1991, Vampire surged in popularity, attracting a new generation of players and more women. The game spawned a franchise of World of Darkness games.

But once the player community peaked, White Wolf saw its income slow until books barely broke even.

The low cost of role playing makes selling RPGs a tough business. Players can only spend so much time at the game table, and a few purchases will fill all those hours. Even if a game master buys an adventure to run, five other people get hours of fun from the purchase. And those hours come from a slim packet of pages. A hardcover adventure will sustain a campaign for a year. A few bucks spent on dice and maybe on a core book can sustain a player for years. Role-playing gaming rates as the cheapest entertainment around. See How the End of Lonely Fun Leads to Today’s Trickle of D&D Books.

By 1998, White Wolf was canceling games in the World of Darkness franchise. The company rode the d20 boom with D&D-related supplements, but that boon went bust too.

In 2006, CCP Games, the Icelandic company behind EVE Online, acquired White Wolf just to gain rights for a potential online game. White Wolf’s tabletop publishing schedule slowed a few PDF and print-on-demand products. When CCP’s plans for an MMO fizzled, White Wolf sold to another computer game company, Paradox Interactive. Now, the White Wolf web site calls the outfit a licensing company. In an interview, Martin Elricsson, the company’s Brand Architect explained the publisher’s status. “The economic center of the company will be computer games. As things are now, tabletop publishing hardly breaks even.”

Vampire: The Masquerade now rates as an entry in an IP portfolio, a brand to license or to apply to an online game. Paradox Interactive stands as the accidental owner of a tabletop RPG. If they bother to publish it, the action will hardly affect the corporate bottom line and stockholders will call tabletop a distraction.

At two points in D&D’s history, D&D could easily have met a similar fate.

The first threat came in 1997, when TSR neared bankruptcy. TSR sold itself to Wizards of the Coast, a company run by Peter Adkison, a D&D fan with big dreams for the game. A few years earlier, Adkison had asked designer Richard Garfield for a portable game suitable for passing time in a convention line. Garfield’s game, Magic the Gathering, captured lightning in the bottle, landing Wizards enough cash to buy TSR. Without this happenstance, TSRs assets could have been picked over and sold piecemeal to companies looking for intellectual property for computer games and movie licenses.

In 1999, Hasbro bought WotC for Magic the Gathering and the Pokémon card game. The waning profits from D&D’s second edition certainly didn’t help the acquisition. Like many folks in 1999, Hasbro executives probably wondered if people had to dress up to play D&D. Would remnants of the satanic panic stain Hasbro?

When Hasbro acquired WotC, they brought a big corporate cost structure and return on investment expectations set by Magic and Pokémon. If D&D failed to meet those expectations, imagine a D&D product line like the one today—but without any tabletop products—just an assortment of licensed video games, a D&D-themed Monopoly game, some t-shirts, and a movie a few years out. Maybe they would license the tabletop game to third party, where, like other high-profile licenses, a barely break-even business could struggle under oppressive license fees and stifling brand oversight. For a Hasbro executive cutting such a tabletop license, the deal offers little upside. A modest success barely registers; a runaway success embarrasses the exec who let a valuable asset leave the company.

In 2000, D&D proved a temporary asset to Hasbro. The new, third edition sparked a boom in sales, mainly by inspiring the same players who found the game in the 80s.

By 2005, D&D settled into a familiar pattern for a mature edition. After a big debut, players embrace character options, creatures, and adventures. Game companies have employees to pay, and only a steady income keeps the lights on, so they publish to meet demand. Before long, even the most passionate customers own more supplements than they can play. Players stop adding to the unused volumes already on their shelves. Meanwhile, the wealth of volumes on game store shelves overwhelms and scares away newcomers. Potential new customers wonder if they need to fill a bookshelf to play. Is the Player’s Handbook 2 required or is it an updated version of the original book?

The D&D team started enduring annual, Christmas-season layoffs as management expected slowing sales in each coming fiscal year.

Hasbro’s experience in the toy business made them familiar with such booms and busts. Except for a few core toy lines, they would roll out a toy like G.I. Joe, ride a surge in sales, and then sideline the toy for 15 or so years until a new generation of children seemed ready for it. Perhaps Hasbro execs wondered if a similar strategy suited D&D. Instead of losing money between generational releases, why not just retire the tabletop product during those 15-year lulls?

Peter Adkison had left Wizards, so no guardian angel would save the game this time.

For D&D to qualify as a core game brand, the game needed to match its best-ever year of sales in 2000, but this time the game needed sustained sales at that level.

Without a new edition, the game could never approach such numbers. A new edition could be easy, but it had to bring a profitable, sustainable strategy that would meet stockholder’s expectations for profit. So far, no tabletop publisher had found such a strategy.

As sales withered, the D&D team searched a way to save the tabletop game they loved. By 2008, they thought they found a way.

Next: Why Fourth Edition Seemed Like the Savior Dungeons & Dragons Needed

The D&D fifth edition Basic Rules Introduction

The toughest part of writing the core rules for a role-playing game comes on page one, when duty and tradition force the author to describe how to play a role-playing game. When you sit at a table and see a RPG played, it makes sense, but try describing the activity to someone who has only seen chess and Monopoly.

Advanced Dungeons & Dragons First Quest The Introduction to Role-Playing Games

Advanced Dungeons & Dragons First Quest – The Introduction to Role-Playing Games

Although most new players enter the RPG hobby through Dungeons & Dragons, the D&D books tended to do the worst job on explaining role playing. In the brown books, Gary Gygax did not even bother. In the first basic game, J. Eric Holmes devotes two paragraphs to convincing you to play and to shop for more TSR products. The original game had to spread gamer to gamer, like the best con crud ever. Since then, the how-to-play section in D&D has gone something like this: “Players, you create a character. Dungeon masters, you create a dungeon. Now read this long glossary.” Other games work a bit harder, typically by making some comparisons to children’s make believe and then replacing the glossary with an explanation of funny dice. Among D&D releases, the second edition First Quest box does the best of explaining the game. Third edition consciously delegated the chore to the starter set, which offered a offered a programmed adventure rather than an explanation.

The Introduction in the D&D’s fifth edition Basic Rules does a far better job of describing how to play a tabletop role-playing game than any other introduction I’ve seen. This is the Mona Lisa, Beethoven’s ninth, and Die Hard of the seldom appreciated-genre of “How to play an RPG.” Instead of dumping a two-thousand word example of play, this introduction explains the game with a couple of concise examples. Instead of “create a character and then tell the DM what you want to do,” the “How to Play” section explains play in three numbered steps. At last, a D&D writer thinks like technical writer to help players.

The introduction explains, “There’s no winning and losing in Dungeons & Dragons.” To gamers who grew up immersed in World of Warcraft and Minecraft, this may seem like an odd point to make. In the late 70s, when I started playing, the the first question folks asked me about D&D was, “How do you win?” Back then, a game had to be a competition. If a game failed to produce a winner and a loser, what was the point? Such questions, more than anything else, reveal the gulf between now and how people thought of games in 1974. Such questions show just how revolutionary D&D was. For more, see “But how do you win?

Now, almost everyone has seen a video game where you play a character and finish rather than win. Virtually every computer game owes a debt to D&D. Almost everyone has seen D&D played on The Big Bang Theory or Community or in E.T. the Extra-Terrestrial. We hardly need an introduction this good. But they could really use it in 1974.

Three more observations:

  • The “Worlds of Adventure” section seems like a nod toward the strategy that elevates D&D from a mere tabletop role-playing game to a multi-platform brand for stories and worlds. You may grumble, but we can credit this effort to sell D&D as a brand for the resources and patience Hasbro has granted to developing the fifth edition.
  • The “Game Dice” section explains how to roll a d100. Fourth edition eliminated percentile dice, but apparently they make a return in fifth.
  • Even pages of the basic rules are labeled V0.1, while odd pages are 1.0. This means that if you want to play the official game, you can only use rules on odd pages.