Recently, I said this:
The items are also neat, though I’m starting to be bothered by 4th Edition’s insistence on adding more and more item slots. First it was tattoos, then divine gifts, and now primordial shards and elemental gifts. Characters weren’t complex enough, but now they can have up to three invisible magic items that take up no slots.
In general, I’m against power creep in cooperative games. I don’t like the idea that players need to keep buying books to maintain pace with improving monsters and other players, though it’s something that 4th Edition loves. First, PHB2 came out with backgrounds (a +2 bonus to one skill or the ability to gain a skill not in your class, with no drawback). It also set the standard that all classes will have one primary stat rather than two, so that all characters of that class can get the best options rather than design characters that feel and act different. Then new items started coming out in Adventurer’s Vault 2 and later books. Essentials improved basic feats by buffing Lightning Reflexes at all and adding the Expertise feats that are objectively better that the original Weapon Expertise (a feat that didn’t exist either in PHB1). This isn’t even looking at the idea that newer classes are stronger than older classes, like the fact that the PHB2 sorcerer gets lower bonus damage than the HotEC sorcerer.
So it’s somewhat weird that I actually like themes. Themes usually give a character bonuses without drawbacks and don’t prevent that character from taking anything else. It’s just more powers and abilities stapled onto any character.
But something about themes feels different. Maybe it’s because they add a balance between flavor (which backgrounds do well, but classes and paragon paths usually do poorly) and mechanics (vice versa). Maybe it’s because they give a tangible change to the feel of a character. Maybe it’s because they stop at 10th level, giving players some configuration before they qualify for the most exciting options. But it’s probably a combination of everything, in that it’s break from 4th Edition’s tightly-controlled, cookie-cutter character design aesthetic.
When 3rd Edition still existed, prestige classes were my favorite thing. I went through new books looking at the prestige classes, learning their flavor and abilities, memorizing their prerequisites, and trying to figure out how to work them into my campaigns or characters. For Pathfinder, that role is filled by archetypes, which I consider an improvement. 4th Edition didn’t have anything that excited me in the same way until themes, and now I’m thrilled to see new ones in each book.
It’s deeply disappointing that themes were first published roughly one month before Wizards brought back Monte Cook, which is when the talk of D&D 5th Edition began. Most of 4th Edition’s life didn’t have them, and they certainly haven’t made it to every book since; I think they’re only in the Neverwinter Campaign Setting, the Dark Sun Campaign Setting, the Book of Vile Darkness, and Heroes of the Elemental Chaos. These four books have 38 themes, which is a great number (compare to 26 classes), but more than half of them are in campaign settings, so they’re pretty easy to miss.
I’m optimistic for the future of themes over whatever time 4th Edition has left, and even more so for the possibility of creating custom themes for characters and campaign settings. In a sense, I like the idea of bundling them with a background, so that a character with a maritime background has a theme that accentuates their life at sea. It’s a great way to make characters that feel and act different instead of just looking different, and it finally gives players a way to bring character background into at-the-table mechanics.
Re: Why we pick bad leaders, and how to spot the good ones
A neat article pooped up in Google Spotlight this week : Why we pick bad leaders, and how to spot the good ones. It’s not the most well-written article I’ve read this week, and it doesn’t have any earth-shattering research or world-changing analysis, but it does have application to what makes a good DM.
“Leader” is a good, if incomplete, word for a DM. A DM has to get people together, manage different personalities and time constraints, and moderate to keep everybody on the same page. Unlike a business leader, they don’t have to manage their people unless something at the table requires clear intervention, and they don’t perform any in-character delegation. Their job isn’t really to lead the party, but rather to lead the session and tell their story, present challenges, and make sure everybody is having fun.
With that in mind, I think we can draw clear parallels between Cohn’s article and the role of a DM. It lists a few traits that don’t make a good leader, particularly “a candidate’s charm, their stellar résumé or their academic credentials”. These correlations are fairly obvious. A good DM is not determined by their at-table personality (I’ve seen plenty of good players be average or lousy DMs), their past success in DMing (each new campaign, party, and set of players is a new challenge, and some DMs just don’t click with some challenges), or their knowledge of the system (it should go without saying, but encyclopedic knowledge of the system doesn’t make a person fit to design something in that system).
Some of the traits of good leaders are a little more vague, but here’s how I think they relate:
Ricky Gervais aside, I’m pretty sure this article is more targeted to the current election season than to business, and that works better for my comparison. DMs aren’t promoted, they’re elected. They don’t answer to management, they answer to the people who elected them. And it’s rare for a DM to not serve at least one term (the length of a campaign) unless they quit before then.
Having all seven of the traits above is rare. Everybody
hasshould have them in some capacity, but most people can only expect to have a few of them enough to register as a courageous or empathetic DM. It can also be hard to figure out which ones a person has or doesn’t have until you sit through a campaign with them, and it’s even harder to see them in yourself. After years of running games, I think I’m good at passion, vision, and judgment and lousy at empathy, and emotional intelligence, which means that I create and run magnificent campaigns and I can’t figure out why my players don’t think I’m as great as I do.