Slaying the Dragon: The Secret History of Dungeons & Dragons by Ben Riggs focuses on the creation, rise, and downfall of TSR. It's a compelling, page-turner instead of the boring business book it could have been. It's also going to make some people angry.
Gamers are drawn to clear good-versus-evil stories. The book starts with Jim Ward's version of TSR's success and eventual sale to Wizards of the Coast fits that narrative, but it's wrong. Ward wasn't lying. Instead, TSR's management, no matter the president, hid both the company's mistakes and valuable information the creative team could have used to be successful.
For example, the development team had no idea what the sales numbers were so they often continued making products for lines that weren't selling. Worse, some products, like the Encyclopedia Magica, had such high production costs that TSR made no money on them and the Dark Sun spiral bound flipbooks lost money.
Riggs' meticulous research, which includes sales material and business contracts unavailable to prior chroniclers of D&D's history, places the commonly known story in greater context , adding nuance. It shows the terrible decisions made by beloved figures that could have destroyed the company earlier, and the usual villain of TSR's story, while still vindictive, extended the company's lifespan and is revealed as having done the right thing a few times. It makes for a fascinating story filled with human foibles and avoidable mistakes that doomed TSR despite talent and hard work.
Other books have chronicled the creation of Dungeons & Dragons, the life of Gary Gygax, and the evolution of war games into role-playing games. Slaying the Dragon focuses on TSR itself, which is why Riggs' access to everything from sales figures to extensive interviews, makes such a difference. He even got a copy of the Random House contract that was TSR's golden goose for a time and then became an anchor pulling it toward bankruptcy.
But Riggs also has a great way of setting a scene and turning a phrase that makes the facts and interviews as compelling as any novel. Early on he tries to explain why winters in Wisconsin were a fertile ground for the creation of D&D. He writes:
“The winters are so frigid that Lake Michigan steams, sending great gouts of silver billowing skyward, girding the horizon from north to south....In winter, the world recedes to the circle of warmth around a fire, a heater, or the side of a loved one. Or the basement. It's always warm. The furnace is down there, after all. There might be games, too. Might as well play. What else are you going to do during the endless white-gloom nightmare that reigns between the fall of the last yellow leaf and the spring thaw?”
Riggs talked to everyone involved who is still alive, except Lorraine Williams, who declined. For those he couldn't interview, Riggs used a mix of existing interviews combined with comments from those who knew them best. This means that people such as Brian Thomsen, who could have been a cartoonish villain in another telling, is depicted as a complex person who made bad decisions for the company.
It's also amazing how many questions and challenges TSR wrestled with that are still plaguing the game industry today. The RPG consumption problem is a big one that troubles most game companies. When to create a new edition, when to announce it, and how to maintain sales in the meantime. How many settings are too many? Is the fish bait strategy worthwhile and if so, for how long?
But the biggest problem was that TSR, according to those involved and those who studied its finances, repeatedly made foolish mistakes over and over. Whether it was buying a needlepoint company (yes, that happened under the Blumes), Gygax partying in a Hollywood mansion, or driving away talent, TSR's management was the architect of its eventual demise.
It didn't have to be that way. TSR could have been a multimedia fantasy juggernaut long before there was an MCU. A potentially viable plan was even created for TSR West (which is different than Gygax's Hollywood escapades) before it became another expensive, failed venture. Mary Kirchoff and James Lowder built the book department into a greater commercial success than the games department. TSR discovered Tracy Hickman and Margaret Weis, R.A. Salvatore, Elaine Cunningham, Mary Herbert, etc.—and then Brian Thomsen's strategies threw it all away.
Because at TSR, why make a mistake once when you can repeat it over and over? That's TSR's ultimate tragedy, and Riggs has the evidence to document TSR's successes and failures in a scope and detail previously not seen. If you want to see the actual sales numbers, Riggs has been posting them on his Twitter account, but Slaying the Dragon makes the story of TSR as dramatic as any Drizzt novel. It's worth reading for fun, to learn the true history of D&D, and to learn what not to do when running a game company.
Gamers are drawn to clear good-versus-evil stories. The book starts with Jim Ward's version of TSR's success and eventual sale to Wizards of the Coast fits that narrative, but it's wrong. Ward wasn't lying. Instead, TSR's management, no matter the president, hid both the company's mistakes and valuable information the creative team could have used to be successful.
For example, the development team had no idea what the sales numbers were so they often continued making products for lines that weren't selling. Worse, some products, like the Encyclopedia Magica, had such high production costs that TSR made no money on them and the Dark Sun spiral bound flipbooks lost money.
Riggs' meticulous research, which includes sales material and business contracts unavailable to prior chroniclers of D&D's history, places the commonly known story in greater context , adding nuance. It shows the terrible decisions made by beloved figures that could have destroyed the company earlier, and the usual villain of TSR's story, while still vindictive, extended the company's lifespan and is revealed as having done the right thing a few times. It makes for a fascinating story filled with human foibles and avoidable mistakes that doomed TSR despite talent and hard work.
Other books have chronicled the creation of Dungeons & Dragons, the life of Gary Gygax, and the evolution of war games into role-playing games. Slaying the Dragon focuses on TSR itself, which is why Riggs' access to everything from sales figures to extensive interviews, makes such a difference. He even got a copy of the Random House contract that was TSR's golden goose for a time and then became an anchor pulling it toward bankruptcy.
But Riggs also has a great way of setting a scene and turning a phrase that makes the facts and interviews as compelling as any novel. Early on he tries to explain why winters in Wisconsin were a fertile ground for the creation of D&D. He writes:
“The winters are so frigid that Lake Michigan steams, sending great gouts of silver billowing skyward, girding the horizon from north to south....In winter, the world recedes to the circle of warmth around a fire, a heater, or the side of a loved one. Or the basement. It's always warm. The furnace is down there, after all. There might be games, too. Might as well play. What else are you going to do during the endless white-gloom nightmare that reigns between the fall of the last yellow leaf and the spring thaw?”
Riggs talked to everyone involved who is still alive, except Lorraine Williams, who declined. For those he couldn't interview, Riggs used a mix of existing interviews combined with comments from those who knew them best. This means that people such as Brian Thomsen, who could have been a cartoonish villain in another telling, is depicted as a complex person who made bad decisions for the company.
It's also amazing how many questions and challenges TSR wrestled with that are still plaguing the game industry today. The RPG consumption problem is a big one that troubles most game companies. When to create a new edition, when to announce it, and how to maintain sales in the meantime. How many settings are too many? Is the fish bait strategy worthwhile and if so, for how long?
But the biggest problem was that TSR, according to those involved and those who studied its finances, repeatedly made foolish mistakes over and over. Whether it was buying a needlepoint company (yes, that happened under the Blumes), Gygax partying in a Hollywood mansion, or driving away talent, TSR's management was the architect of its eventual demise.
It didn't have to be that way. TSR could have been a multimedia fantasy juggernaut long before there was an MCU. A potentially viable plan was even created for TSR West (which is different than Gygax's Hollywood escapades) before it became another expensive, failed venture. Mary Kirchoff and James Lowder built the book department into a greater commercial success than the games department. TSR discovered Tracy Hickman and Margaret Weis, R.A. Salvatore, Elaine Cunningham, Mary Herbert, etc.—and then Brian Thomsen's strategies threw it all away.
Because at TSR, why make a mistake once when you can repeat it over and over? That's TSR's ultimate tragedy, and Riggs has the evidence to document TSR's successes and failures in a scope and detail previously not seen. If you want to see the actual sales numbers, Riggs has been posting them on his Twitter account, but Slaying the Dragon makes the story of TSR as dramatic as any Drizzt novel. It's worth reading for fun, to learn the true history of D&D, and to learn what not to do when running a game company.
