The Tipping Point, Malcolm Gladwell

Category: Book Reviews

I have heard of this book, published in 2000, but not come across it before. It has been a fascinating read.

It analyses the tipping point, that magic moment when ideas, trends and social behaviours cross a threshold, tip and spread like wildfire. Taking a look behind the surface of many familiar occurrences in our everyday world, Gladwell explains the fascinating social dynamics that cause rapid change.

I have long been motivated by the idea that when the time is right, when a critical mass of ideas has been reached, anything is possible. I am an agent of change - and clearly cannot expect to change the world all on my own.

So, what are the parameters of dramatic change?

Gladwell quotes the following three laws: -

The law of the few

The stickiness factor and;

The power of context

The law of the few says that there are exceptional people out there who are capable of starting 'epidemics'. All you have to do is find them. The lesson of stickiness is the same. 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. The lesson of the power of context is that we are more than just sensitive to changes in context; we are exquisitely sensitive to them - what really matters is the little things.

The book includes a collection of case studies. These include Paul Revere's ride, which alerted American colonists to activities of the British garrison and led to the War of Indepence and the success of New York in reducing crime by cleaning the subway cars.

He then explains the significance of the number 150. "The figure of 150 seems to represent the maximum number of individuals with whom we can have a genuinely social relationship, the kind of relationship that goes with knowing who they are and how they relate to you. At a bigger size you have to impose complicated hierarchies and rules and regulations and formal measures to try to command loyalty and cohesions.
Below 150 it is possible to achieve the same goals informally. In smaller groups people are a lot closer. They're knit together, which is very important if you want to be effective and successful in community life. If you get too large, you don't have enough work in common."

The conclusion is that when groups or organsiations reach 150 they should split and operate in smaller numbers, and he gives examples of organisations that have done this.

Although not intended as a management book, The Tipping Point
has many lessons for managers and organisation development consultants.

I enjoyed it and thoroughly recommend it.

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