Tag Archives: Magic the Gathering

5 Ways Magic the Gathering Changed the Rules of D&D

Magic the Gathering designer Richard Garfield rates Dungeons & Dragons as the most innovative game of all time. Nonetheless, in any ranking of influential games, Magic’s revolutionary design surely vies for a top spot. You might suppose that a card game like Magic would differ too much from a roleplaying game to have any influence on D&D’s rules, but Magic’s design shaped the D&D editions to follow. Today, innovations from Magic extend to the roots of fifth-edition D&D.

5. Templated text changed how rules get written—and the 3rd-edition design team.

When Magic’s designers faced the problem of bringing order to countless cards, they used templated text: they described similar game rules with consistent wording imposed by fill-in-the-blank templates. Today, the patterns of templated text appear throughout modern D&D’s rules.
But the move to templated text also lifted a D&D-outsider to lead the game’s third-edition team. Ben Riggs tells this story in a convention seminar.

Early in the development of third-edition D&D, Wizards of the Coast purchased TSR. Skaff Elias had served as a designer on several early Magic sets and ranked as Senior Vice President of Research and Development. Skaff felt that the upcoming D&D edition could fix “sloppiness in the rules” by using templated text. Skaff and Wizard’s CEO Peter Adkison told the D&D design team to switch the spell descriptions to templated text, but the team kept resisting his directives.

Eventually, the D&D team readied the release of a playtest document that still lacked templated text. They claimed rewriting all the spell descriptions according to formula would prove impossible because hundreds of spells would need templating in 48 hours to meet their delivery deadline. Nonetheless, Adkison and Skaff took the challenge themselves, working through the night to rewrite the spells and meet the deadline. Even after that heroic effort, the rules document that reached playtesters lacked the templated descriptions from the CEO and the Design VP. The design team had simply ignored their bosses’ hard work.

The failure infuriated Adkison. He lifted Jonathan Tweet to the head of the third-edition team. Designer Monte Cook remembers Adkison’s new directive: “If Jonathan says something it’s as though I said it.” Unlike the TSR veterans on the rest of the team, Tweet had started his career by designing the indie roleplaying game Ars Magica and the experimental Over the Edge. As a member of the D&D team, he convinced the team to adopt some of the more daring changes in the new edition.

4. Keywords now get careful use throughout the rules.

Much like Magic, D&D uses keywords to describe many elements in the game. Often the keywords bring few rules of their own, but other things in the game interact with the keywords. So Magic has no rules specifically for “white” or “green,” but cards with “protection from white” work in a special way.

In D&D, conditions like “charmed,” creature types like “beast,” and descriptors like “melee” work as keywords. Such keywords power templated descriptions like, “While charmed by this spell, the creature is…” and, “The next time you hit a creature with a melee weapon attack…” In early editions of D&D some words got treatment that resembled keywords. But before Magic proved the technique’s power, keywords in D&D hardly saw the pervasive, rigorous treatment they do now.

3. Specific beats general came from Magic, but started in a hugely-influential board game nearly as old as D&D.

In Magic, the text on any card can change the rules of the game, so a card like Platinum Angel can say, “You can’t lose the game and your opponents can’t win the game.” Among traditional games where all the rules fit on the underside of a box lid or in a slim pamphlet, this made Magic revolutionary. The original Magic rules explain, “If a card contradicts the rules, the card takes precedence.” In other words, specific beats general. Similarly, page 3 of the Player’s Handbook explains how when a game element breaks the general rules in some way, it creates an exception to how the rest of the game works.

Earlier editions of D&D included game elements that broke general rules, but the unwritten principle left new players to struggle with the apparent inconsistencies. Judging by how frequently D&D lead Jeremy Crawford restates the principle, players still struggle with it.

The principle of specific beats general dates to the revolutionary 1977 game that inspired Magic the Gathering and countless others. Bored with the familiar patterns of their Risk games, the designers of Cosmic Encounter wanted a game where every play felt different from the last. In Cosmic Encounter, each player controls a different alien species able to break the general rules of the game in some specific way. With more than 150 rule-breaking alien species in the game and its expansions, Cosmic Encounter offers endless, disruptive combinations.

2. With more reliance on rulings, D&D does less to separate flavor from rules.

Magic the Gathering cards typically fill any space left after their rules text with italicized flavor text. So, Platinum Angel might say, “She is the apex of the artificer’s craft, the spirit of the divine called out of base metal.” Other Platinum Angels share the same rules, but different flavor text.

Traditionally, D&D mingled rules and flavor text, but fourth edition fully adopted such separation. The power descriptions even duplicate the practice of putting flavor in italics. This practice fit fourth edition, which defined combat powers as tightly as cards. The designers aspired to create a game where flavor never bent the rules, so a DM never needed to decide if, for example, you can take ongoing damage from cold and fire at the same time.

In fifth edition, the separation mainly appears in the monster books, where rules appear in formal boxes while flavor comes between the rectangles.

1. Reactions came from Magic’s instants and interrupts by way of D&D miniatures.

In Magic the Gathering, players can act at any time, stopping another player with cards originally called interrupts. The constant activity helps make the game so compelling, but it forced the designers to develop rules to make sense of the actions and reactions.

In early editions of D&D, players might interrupt another turn for an improvised action, but such acts needed a DM’s ruling. By third edition these actions counted as free and still mainly relied on a DM. Counterspells used the system’s only means of interrupting—the readied action.

When Wizards planned a line of D&D miniatures in 2003, the company aimed to expand sales beyond roleplayers to gamers who favored competitive wargaming. The Miniatures Handbook turned third edition’s combat rules into “a head-to-head skirmish system for fighting fast, tactical battles.” The book’s authors included D&D designers Jonathan Tweet and Rob Heinsoo along with Magic designers Skaff Elias and Mike Donais. The new miniatures would come boxed in randomized assortments complete with cards describing rules for each figure, so in ways, the package resembled Magic. The competitive skirmish game could no longer rely on a DM’s rulings to resolve interruptions, but the team wanted some of the richer play suggested by a game like Magic.

The design collaboration worked. Elias and Donais brought experience from a competitive game with strict rules for timing interrupts and reactions. “While designing Miniatures Handbook, we realized that free actions hid a potential smorgasbord of cool new mechanics,” wrote designer Bruce R. Cordell. “We subdivided the free actions into immediate actions (a free action you can take when it isn’t your turn), and swift actions (a free action you can take when it’s your turn).”

Swift and immediate actions entered the D&D roleplaying game through Cordell’s Expanded Psionics Handbook (2004). “The concept that swift and immediate actions could serve as one more resource available to a player opened up new vistas of possibility, expanding options in the game.”

In fifth edition, swift and immediate actions evolve into bonus actions and reactions.

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