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The Tipping Point

On Tipping Points, Innovation , Acceptance of Change, Chasm Crossings, and the Effects of Expectations. The Tipping Point. Malcolm Gladwell The Law of the Few A corollary of the Pareto (80/20) Principle Epidemic of Change 20% gets you 80% . The Tipping Point.

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The Tipping Point

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  1. On Tipping Points, Innovation, Acceptance of Change,Chasm Crossings,and the Effects of Expectations

  2. The Tipping Point Malcolm Gladwell The Law of the Few A corollary of the Pareto (80/20) Principle Epidemic of Change 20% gets you 80%

  3. The Tipping Point Ten people in an elevator…

  4. The Tipping Point If one person faces the back…

  5. The Tipping Point ? ? ? ? ? ? ? ? The rest think he’s crazy.

  6. The Tipping Point But if two people face the back…

  7. The Tipping Point The rest turn around.

  8. But Wait If change is so “CATCHY” Why is it so hard to make it happen in organizations (like churches)?

  9. Diffusion of Innovations Everett M. Rogers Four things influence the spread of a new idea: The Innovation The Social System Channels of Communication Time

  10. Diffusion of Innovations

  11. Diffusion of Innovations Innovators alone cannot reach Majority… In

  12. Diffusion of Innovations EA EA but Innovators can reach Early Adopters… EA In EA EA EA

  13. Diffusion of Innovations LA LA LA EA LA LA LA EA who in turn can reach Early Majority… LA LA LA EA In EA LA LA LA EA LA LA LA EA LA LA LA

  14. Diffusion of Innovations LA LA LA LM LM LM EA LA LA LA LM LM LM EA who in turn can reach Late Majority… LA LA LA LM LM LM EA In EA LA LA LA LM LM LM EA LA LA LA LM LM LM EA LA LA LA LM LM LM

  15. Crossing the Chasm Geoffrey More Why do a majority of organizations abandon change before reaching the tipping point?

  16. Crossing the Chasm

  17. Crossing the Chasm BECAUSE

  18. Crossing the Chasm Early adopters like the innovation because it is scarce

  19. Crossing the Chasm Early Adopters like the innovation because it is scarce While Early Majority accept the innovation because others accept it

  20. Effects of Expectations Expectations also play a role in the acceptance of innovation and change.

  21. Effects of Expectations Innovation Trigger

  22. Effects of Expectations Innovation Trigger

  23. Effects of Expectations Unrealistically high expectations of the benefits of the innovation/change may result in disillusionment and abandonment of the change.

  24. Effects of Expectations Innovation Trigger

  25. Effects of Expectations Injecting Reality Effective leaders inject small doses of reality at important points in the process of change, deflating unrealistic expectations at the outset and re-inflating overly deflated expectations later.

  26. Re-Thinking Innovation “Nothing new under the sun” Leader imposed innovation comes from a hierarchical/power/control/political capital paradigm not a realm of God paradigm. Congregations (like all organisms) naturally resist imposed change.

  27. Re-Thinking Innovation Emergent Innovation (a healthier way) Discerning what the congregation, in its deepest, most authentic, most image-of-God self is wanting to become, then be the namer/articulator/language creator for that emergent vision/desire/dream, and the facilitator to the congregation for allowing/encouraging/enabling that vision/desire/dream to spread. 

  28. Produced by The Paradoxy Center for Incarnational Christianity At St. Nicholas Episcopal Church www.practicingparadoxy.com vicofnick@practicingparadoxy.com This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike3.0 License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/

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