I finished reading The Tipping Point: How Little Things Can Make a Big Difference a little while ago and I’ve continued to think about the ideas and themes of the book for the last month or so… not something that happens with every book I read.
Gladwell is basically writing about what causes epidemics and even (on a more global level) what facilitates change. However as the “tipping point” suggests he’s talking about dramatic rather than incremental change.
So what’s the answer? Three things, that I’ll summarise as: people, the message and the context.
People
The people category is interesting. Gladwell talks about three different types of tipping point agents: connectors, mavens, and salesman. Connectors are the people who know everyone else, the nodes – people hubs. Apparently if given 250 random surnames from a phone book the average person knows around 20 people with the same surnames. The connectors will be able to name 100 (I did the test and can confirm that I’m no connector!)Throughout, his explanations are written using great examples that are worth the read even without the context of his tipping point theme. The only downsides with his examples are their almost exclusive American background, should I feel ashamed that before reading this book I hadn’t heard of Paul Revere’s midnight ride?
He goes on to talk about mavens and salesman as other tipping point agents, though I suspect they play a secondary role to the connectors.
The Message
The “stickiness” of the idea, habit, product, or behaviour is key. You start to get the feel that this book is probably really aimed at marketing people at about this point, however once again the examples he discusses are fascinating in themselves. I guarantee you’ll learn heaps of interesting facts about Sesame Street that you’ll use in conversation at coffee breaks (..I did anyway)The Context
Here’s where things start to get event more interesting – the power of context and timing in the evolution of epidemics. A few of the issues discussed include:
- how context influenced crime rates in New York
- how the size of groups can affect the context and spread of ideas
- fundamental attribution error (Reading this section I could almost hear my Dad talking and I’m not sure if it was this upbringing or not but I’ve always had the belief that people place far too much emphasis on simple personality traits when they judge others and too little on the context in which the actions took place)
There’s probably not too much that’s new in the book but it does wrap it all up in a nice and holistic way. I read it at a time when I was really trying to understand how workers’ perceptions of risk and safety can be changed in a way that will improve safety performance. I can’t say I’ve implemented the “tipping point” principles, but it contained a lot of useful insights.
I’ll give it a 3.5/5. It loses marks for its American flavour which makes it harder to relate to some of the examples that I wasn’t familiar with. But it makes up for it in terms of ’stickiness’ (I’m still thinking about it) and context.
Browse a pretty raw Mind Map here with the MindManager Viewer
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