Lessons From The Tipping Point
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Lessons From The Tipping Point

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USeful extracts from the amazing book 'The tipping Point'. ...

USeful extracts from the amazing book 'The tipping Point'.
If you are starting a new venture, you will love this.

Please give me feedback at nsnarang@gmail.com

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  • 1. The Tipping Point 02/21/10
  • 2. What is the Tipping Point?
    • That magic moment when an idea, trend or social behaviour crosses, tips and spreads like wildfire.
    02/21/10
  • 3. Three Agents of Change
    • 1. The Law of the Few
    • 2. The Stickiness Factor
    • 3. The Power of Context
    • These provide a direction for how to go about reaching a tipping point.
    02/21/10
  • 4. Understanding the Tipping Point
    • When we are trying to make an idea or attitude or product tip, we are trying to change our audience in some small yet critical respect.
    • We are trying to infect them, sweep them in our epidemic, convert them from hostility to acceptance.
    • This can be done through the influence of special kind of people, people of extraordinary personal connection ( Law of Few ).
  • 5. Understanding the Tipping Point -2
    • It can be done by changing the content of communication, by making a message so memorable that it sticks in someone’s mind and compels them to act ( Stickiness ).
    • Small changes in context can be just as important in tipping epidemics, even though the fact appears to violate some of our deeply held assumptions of human nature. ( Power of Context )
    • There is a whole lot of difference between being inclined for action and actually taking action.
  • 6. The Law of the Few
    • Success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts :
    • Connectors - People with a special gift of bringing the world together – SOCIAL GLUE – SPREAD MESSAGE
    • Mavens - They accumulate knowledge and have the social skills to start word-of-mouth epidemics – DATA BANKS – PROVIDE THE MESSAGE
    • Salesmen - They persuade us
    02/21/10
  • 7. Connectors
    • Proximity overpowers similarity
    • We associate with people who occupy the same physical spaces that we do
    • 6 Degrees of Separation – a very small No of people are linked to everyone else in a few steps, and the rest of us are linked to the world through those special few.
    • Qualities:
      • Instinct that helps them relate to people.
      • Occupy different worlds
      • Masters of weak ties
      • Gregarious and intensely social
    02/21/10 Continued..
  • 8. Connectors - 2
    • The closer an idea/product comes to a connector, the more power and opportunity it has
    • Acquaintances represent a source of social power
    • Word-of-mouth epidemics are work of connectors
    • Termed as ‘People Specialists’
    02/21/10
  • 9. Maven
    • Information Specialist
    • Accumulates Knowledge
    • He is not a persuader
    • He is a Data Bank - provides the message
    • Makes his case so emphatically that he convinces others to buy his idea
    02/21/10
  • 10. Salesmen
    • With skills to persuade when we are unconvinced of what we are hearing
    • Look at the subtle, unspoken and the hidden
    • What makes them effective:
      • Small things matter as much as big things
      • Non verbal cues are as important as verbal cues
      • Persuasion works in subtle ways
    • If we think about emotions as outside-in, not inside out, we can understand how some people have an enormous influence over others
    • Charismatic people infect other people with their emotions
    02/21/10
  • 11. The Stickiness Factor
    • How to make messages more contagious; how to reach as many people as possible with the idea/service/product
    • The hard part – how to ensure the message doesn’t go in one ear and out the other
    • There are specific ways of making messages memorable – relatively simple changes in the presentation and re-structuring of information
    02/21/10 Continued…
  • 12. The Stickiness Factor - 2
    • The key to getting people to change their behaviour, in other words, to care about their neighbour in distress, sometimes lies with the smallest details of their immediate situation
    • In making small but critical adjustments in how ideas are presented, they could overcome some inherent weaknesses and make what they had to say ‘memorable’
    • If you can hold their attention, you can educate them
    02/21/10 Continued…
  • 13. The Stickiness Factor - 3
    • A mechanism to identify the fittest and decide what should survive ( Darwin’s terms)
    • If you pay careful attention to the structure and format of you material, you could dramatically enhance stickiness
    • Why did it fail the first time? Because the content had a wordplay that the target audience did not understand.
    • There is a simple way to package information that under the right circumstances can make it irresistible. All you have to do is find it
    02/21/10
  • 14. 02/21/10 Continued… The Power of Context
    • Epidemics are sensitive to the conditions and circumstances of the times and places in which they occur – the Context
    • We are exquisitely sensitive to change in context
    • The contextual changes that are capable of tipping an epidemic are very different than we ordinarily might suspect (e.g. Broken Windows theory)
    • Our inner state is the result of outer circumstances
  • 15. 02/21/10 Continued… The Power of Context - 2
    • Little things matter
    • Behaviour is the function of the social context
    • Tipping point can be reached by tinkering with the smallest detail of the environment
    • Convictions of your heart and actual contents of your thoughts are less important, in the end, in guiding your actions than the immediate context of behaviour
  • 16. 02/21/10 Continued… The Power of Context - 3
    • Once we are part of a group, we are all susceptible to peer pressure, social norms and influences that can play a role in sweeping us up in the beginnings of an epidemic
    • If you want to bring about a fundamental change in people’s behaviour, a change that would persist and serve as an example to others, you need to create a community around them, where their beliefs can be practiced, expressed and nurtured
  • 17. 02/21/10 Continued… The Power of Context - 4
    • If we want groups to be incubators for contagious messages, we have to keep them below the 150 tipping point. Above that, there are structural impediments to the ability of the group to agree and act with one voice
    • Anyone in a group activity banking on the epidemic spread of shared ideals, needs to be particularly cognizant of the perils of bigness
    • In order to create one contagious movement, you have to create many small movements first
  • 18. 02/21/10 Changes
    • Innovators
    • adventurous
    • Early adopters
    • opinion leaders
    • Early majority
    • big companies
    • Late majority
    • Laggards
    • stragglers
    • 4 characters
    • from ‘Who
    • moved my Cheese
    • Sniff
    • Scurry
    • Haw
    • Hem
    Visionaries, Risk Takers Manage Risks, Safety nets Avoid Risks, Deliberate Skeptical No urgent reason to change
  • 19. Understanding How Changes Happen
    • Attitudes of Early Adopters and Early Majority are fundamentally incompatible. Innovations don’t slide effortlessly from one group to the next. There is a chasm between them
    • Many ideas fail, never making it beyond the Early Adopters, because those who create them can’t find a way to transform it into making perfect sense to the Early Majority
    • Distort the facts :
      • Level the story
      • Sharpen the story
      • Assimilate – to make more sense
    02/21/10
  • 20. Understanding How Changes Happen
    • There is a tendency for an idea to gravitate in memory toward what was familiar to the subject in his own life, consonant to his own culture, and above all, to what had special emotional significance for him
    • The subjects tend to derive a simpler, more significant configuration
    02/21/10
  • 21. Connectors, Mavens, & Salesmen
    • They are the translators
    • They take ideas from innovators and get them understood and accepted by the masses
    • To make an idea contagious, they level it, dropping extra details and exaggerating other details to give more meaning to the message
    02/21/10
  • 22. Contagiousness vs. Stickiness
    • Contagiousness is in larger part a function of the messenger
    • Stickiness is primarily a property of the message, p. 234
    02/21/10
  • 23. Lessons of the Tipping Point
    • Starting epidemics requires concentrating resources in a few key areas.
    • Concentrate resources on connectors, mavens, and salesmen (Law of the Few)
    02/21/10
  • 24. Lessons of the Tipping Point - 2
    • The world does not accord with our intuition. Those who are successful at creating social epidemics do not just do what they think is right – they deliberately test their intuitions
    • To make sense of social epidemics, we must first understand that human communication has its own set of very unusual and counter-intuitive rules
    02/21/10
  • 25. Lessons of the Tipping Point - 2
    • What must underlie successful epidemics, in the end, is a bedrock of belief that change is possible, that people can radically transform their behaviour/beliefs in the face of the right impetus.
    • We are influenced by our surroundings, our immediate context, and the personalities of those around us.
    • With the slightest push in just the right place, the world can be tipped.
    02/21/10
  • 26. THANK YOU