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Thank you so much for your feedback! 

Yes, sorry, I admit I left that rule a bit vague. From my perspective, it only applied during build. At one point, I considered requiring that it apply both during build step and throughout the game, so that if you removed a shareholder from the recycling sector, you’d have to shut down a mill. But that might be too restrictive. I was thinking that the “to the Director’s Office” step which comes second in the order of Birdsong actions and means that any shareholder you want to move spends a turn giving no bonuses before you can reassign them, would be a sufficient constraint. What do you think about that?  

I did notice that timing, and it creates some interesting decisions.  It makes me really consider how important a "transfer" is: am I willing to sacrifice this turn to do something different next turn?  I do wonder if it makes the faction a little too slow to respond to a changing board state.  

E.g.  At the start of my turn, I see that I'm low on warriors.  I would like to recruit a bunch this turn, but I don't have any Shareholders in Security.  I would need to spend this turn removing Shareholders (thus limiting what I could do right now) to then reassign them next turn and take a big recruit.

This is probably a worst-case scenario (maybe I should've been planning better!).  And design shouldn't be about hand-holding the player; they should be free to make decisions (or mistakes) and learn from the consequences (e.g. don't put 3 cards in the Build slot for the Eyrie).  Maybe the long-term planning  is a feature of the faction instead of a bug.

At first blush, I would say that Logistics seems significantly stronger than Security or Recycling, so I can't imagine many scenarios where you would want remove a Shareholder and reduce your action pool.  So maybe it just becomes a bit of a swapping between Security and Recycling?  But I'd defer to any actual playtests that you've performed ;-)