Gladwell, The Tipping Point

A lot of people I know have read this book, so I picked it up to.  Organizational leadership is something I have become obsessed with lately because of what God has done in growing the Grove so quickly.  If Andy Stanley is right and leadership is a stewardship, then we want to make the most of this movement of God.

Gladwell walks readers through different situations in society where growth was exponential and seemingly instant.  In reality, each of the situations had a tipping point where the spread (whether epidemics, fashion or even ideas) took a strong upturn.

Here’s some interesting lines:

  • p.36, “Six degrees of separation doesn’t mean that everyone is linked to everyone else in just six steps.  It means that a very small number 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.”
  • p.70, “In a social epidemic, Mavens are data banks.  They provide the message.  Connectors are social glue: they spread it.  But there is also a select group of people – Salesmen – with the skills to persuade us when we are unconvinced of what we are hearing, and they are critical to the tipping of word-of-mouth epidemics as the other two groups.”
  • p.102, about children’s television programming, “Kids don’t watch when they are stimulated and look away when they are bored.  They watch when they understand and look away when they are confused.”
  • p.172 and following has a sociological look at Wesley’s Methodist movement in America
  • p.173, “Wesley realized that if you wanted to bring about a fundamental change in people’s belief and behavior, a change that would persist and serve as an example to others, you needed to create a community around them, where those new beliefs could be practiced and expressed and nurtured.”
  • p.188, “Wegner argues that when people know each other well, they create an implicit joint memory system – a transactive memory system – which is based on an understanding about who is best suited to remember what kinds of things.”
  • p.255, “…she took the small budget that she had and thought about how to use it more intelligently.  She changed the context of her message.  She changed the messenger, and she changed the message itself.  She focused her efforts.”
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