The Tipping Point (book)

Malcalm Gladwell, The Tipping Point

This book was interesting to me because it studies the reasons for sudden changes. I have noticed throughout my career that it is frequently the “little things” that create major changes (and frequently sudden, major change), so I wanted to read it to help me understand, and, to some degree, manage such phenomenon.

His basic theory is that “ideas, projects, messages and behaviors” spread just like viruses do. Characteristics include:

1. They are clear examples of “contagious behavior”

2. “Little changes have big effects”

3. Changes happen in a hurry.

Gladwell states that the “sudden” change is the most important factor and he calls the sudden change “The Tipping Point”. The Tipping Point is that point of Critical Mass.

AGENTS OF CHANGE:

What are the causes of change leading to a “tipping point”.

1. Law of the few

Some people matter more than others. Tiny percentage of the population are the key factors in the change. Probably can identify that the “change agents” are different.

Key categories are “Connectors, Mavens and Salesmen”

The “Connectors” are persons who know a lot of persons and operate in a lot of different worlds. They are able to distribute information to a lot of different “worlds” in a short amount of time and do so effectively. Connectors know lots of people, lots of different types of people and are able to develop “weak tie” social connections

The “Maven” is an informational specialist and, more important, they distribute the information.

The “Salesmen” are the persuaders, even when they don’t necessarily intend to be.

2. Stickiness Factor

Stickiness means that a message has an impact, for whatever reason.

There are ways of making a message memorable. We may be able to make small changes that will increase the “stickiness factor” and make the message memorable.

Some examples in the book (Sesame Street) etc. were noted, but there is not “one” way to re-package a message to make it “sticky”. Repetition and involvement of the audience have helped make a message memorable and thus “sticky”.

3. Power of Context

The actual situation will make a major difference. Human beings are a lot more sensitive to their environment than they may seem.

Power of Context is important since we are extremely sensitive to context. (“Broken Windows” theory, that broken windows provide a context for further disruption etc. Appears to “give permission” to others. Minor, seemingly insignificant Quality of Life items are “Tipping Points” for crime.

The way the “message” is conveyed (context) also could make it “sticky” and context.

Persons with ties to many groups are important to spread to Tipping Point.

Rule of 150

Peer pressure is much more impt than the Boss.

RUMORS:

-Story is “leveled” (all kinds of details essential for meaning are left out)

-Story is “sharpened” (Details that remain are made more specific)

-Process of Assimilation takes place-story is changed to fit and make more sense to persons spreading it.

-“Permission” to do act

-Context (Beauty salon) etc., target resources

www.gladwell.com

SUMMARY: These concepts are obviously important in City government, in getting messages across, and analyzing how problems and forces develop.

Some of the thoughts on communication (“getting the message across”), the “broken window theory” etc. are especially valuable.

Lincoln's assets

ICMA 10/10/07: Doris Kearns Goodwin, “Lincoln”

This is a followup to the book I previously reviewed “Lincoln and his Generals”. It was a pleasure to hear her go over the concepts in the book in person and also add some new perspectives.

-Lincoln loved Gossip-it is important for leaders to know what is going on.

Lincoln’s assets:

-Listened to different points of view

-Ability to grow in job (learned from mistakes)

-Shared Credit for success (build “bank account” of goodwill)

-Willingness to shoulder blame for failure of subordinates

-Create awareness of subordinates weaknesses and abilty to compensate for them

-When angry, able to control emotions (writing letters, never sending etc.)

-Resolution, strength to ahere to his goals, regardless of problems

-Ability to relax and replenish for next day

-Visiting the front lines, going “in the field”

-Community goals and objectives (vision etc.) to the country.

I feel all of these are important to leadership and my everyday job. I review these on a regular basis and review whether I am using these assets and incorporating them into my leadership character.

Trends that change everything

ICMA 10/9/07-Dr. Lowell Catlett “New Frontiers that Change Everything”

We have to “observe”, not just “see” changing events.

The world has changed from a “production world” (now excess production) to a “consumer world”.-Luxury items are considered normal.

CHANGES/TRENDS

-Population now wants “self-actualization” (in hierarchy of needs)

-No Retirement (re-engaging, not retiring)

-Living longer and healthier

-Fewer children, being replaced with entertainment, second houses etc.

-Fewer children, being replaced with pets, horses etc. Becoming much more important

-Convenience has become more important than cost-save time is more important

-“people afford what they want”-Price/cost doesn’t matter-they will afford

-IPOD etc. Listen when, where and what you want.

-22-30 year olds-find the place they want to live, then find a job

(Follow-up Workshop)

-Single Women (no significant other) purchasing homes-women at age 60 are 56-44 ratio

-As population ages, decisions made more on emotion than logic (will make a major different in communities)

-Over 50, more concerned with “leaving legacy” (what have done to improve the world etc.)-Good for volunteerism

-“Green has legs”

These trends indicate changes for cities. I feel these trends will spill over to city operations and will affect how cities decide on priorities-if cost is no object and convenience is the key, it will make a difference in how cities conduct business. Also, of course need to consider the changing demographics, the change in technology etc.

We will need to promote “human capital” and consider how to promote the integration of the diversity of groups into a “community”.

Why Civic Engagement Matters

ICMA-10/8/07: “Why Civic Engagement Matters”.

Public Trust in government is dependent on a number of reasons. A preliminary analysis of survey results indicated some interesting results:

Measures of Civic Involvement:

-Voted?

-Volunteer?

-Public Meeting Attendance?

-Participation in Community Life? (Defined as utilization of libraries and parks & recreation)

Questions to determine public trust:

-Received good value for money?

-Pleased with overall job of jurisdiction?

-Is civic involvement welcome?

-Feel listened to?

-Quality of public services (on a 0-100 scale)

-Sense of Community (on a 0-100 scale)

-Community as a good place to live (on a 0-100 scale)

Preliminary results are that only participation in community life (use of libraries and parks etc.) has a positive relationship with Public Trust

Attendance at meetings and volunteerism both had negative relations (higher attendance and volunteerism actually had a negative relationship)

Voting was neutral.

Summary:

-Persons attending public meetings have different views from the general public. (obviously, for officials who want to listen to the citizens, they need to realize that persons who actually attend public meetings may not actually be “the public view”. For example, persons attending the public meetings even recycled less.

Parks, recreation and cultural events had more positive relationship to public trust.

I have the same feeling as the presenters-I felt the relationship between Public Trust and persons attending meetings and volunteers would have been a positive factor in Public Trust. There appears to be a number of factors that could account for this. While I will keep this in mind, (and I have passed this information on), I will remain attentive to this study as it has a lot of possible impact in determining public opinion and public trust.

Vision and performance

“The Vision to Performance Challenge”, ICMA Conference, October 8, 2007.

Citizen Surveys are a way for a citizen to “voice choice”.

I.Elements:

1. Planning
2. Budgeting
3. Measuring
4. Communicating
5. Evaluating

Planning: Develop clear objectives

Budgeting: Relate to Objectives

Measuring: Need tools to have effective measures. What Measures?

-Tell your story:?

-Help run operations?

-Does your boss want it?
Need right tools to measure

Communicating:

-Depends on whom you are telling/informing

-Broad range of reports to communicate

-“Diversified approach”

Evaluation:
-Data Verification

-Evaluation fuels planning process

II. Challenges to Change Management:

1. Executive-Provide vision and leadership
2. Structure (structure to support)
3. Resources (if don’t provide resources, isn’t a priority)
4. Training
5. Communication
III. How Make it Work

-Demonstrate value to employees
-Link performance to budget process
-Use information

Although I have heard and reviewed a lot about Performance Measurement, I still have some questions about it, at least for my city (other cities apparently find it valuable). For a City of the size I manage, I question using resources for detailed Performance Measurement. I’ll keep on reviewing it.

I was reminded during this session that I need to keep in mind that the Vision is supported by the Budget and other action plans.