Tipping Point Experiment

In this chapter of Tipping Point by Malcolm Gladwell, he talks about rumors, sneakers and the power of translation. Throughout the chapter he kept with the theme of change and the way that things can change over time. The concept of change and shoes throughout this chapter is evident. Gladwell writes, “They expanded their focus to include not just skateboarding but also surfing, snowboarding, mountain biking, and bicycle racing, sponsoring riders in all of those sports and making Arwalk synonymous with active, alternative lifestyle”( Gladwell 194). Many people ask why do they have to produce so much more to compliment everyone in every sport or just for everyday wear? Gladwell explains how companies expanded their mind to appeal to everyone's

Research on interviews has generally shown that standardized procedures are higher in their reliability and validity than unstructured interviews. Learning how structured

Not establishing and communicating a consistent change message: A change message and goal was not agreed on by all stakeholders early on in the process. This eventually led to an end product that no party was completely satisfied with. Furthermore, communication with end-user stakeholders was often inconsistent and perceived as unauthentic. Instead of generating important feelings required for change readiness such as enthusiasm, this created feelings of anxiety, frustration and resentment within and between the different parties

| One of the main learning points that I read was that communication needed to be thorough and maintained through the course of the changes to ensure that complacency didn’t set in or any regression in the implementation of the changes. Another is that consideration should be given to the concerns of the individuals that will be directly affected.  It is important to note these because these are sometimes the breaking points for an unsuccessful implementation. Especially considering the individuals affected, it so simple just a little extra time understanding how and what the change will affect will ease the process in the

How big is the world? Some might ponder and the answer is, not as big as it seems. The world isn’t a scary, huge and untouchable place, as it is perceived to be. In reality, the universe is just a blank canvas filled with unique and mesmerizing people. That shapes our world into what it has become. The world would never be what it is without the people living on it. In the Tipping Point, Malcolm Gladwell explains the theory of the world and how it seems to be and control everything. Although, it’s the people in the world that make a difference. However people don’t believe they can change and make a difference in the world, but they can. Everyone has the power to change the world and shape their lives and others. Therefore it's up to them to decide if it will be for good or evil. In The Tipping point, Malcolm Gladwell uses the motif of how little things can make a big difference, for example, hush puppies. This motif signifies how the slightest movement in just the right place can change the world completely. We all have the power, but it can just take one to change the world.

The goals and KPIs are bold and admirable, but they are not relatable to the process that will ultimately determine their outcome. The system will produce what it produces; you can’t get more out of a system than it is capable of making. Without

In The book The Tipping Point by Malcolm Gladwell the narrator takes us back to when he did a test on people. The test was, how many names of people they are friends with. This information the reader gathered from this section, will help them infer that the author will use what he has learned somewhere else in the book. You can also infer that this information will help you understand what the author is saying.Like when he explaned “ On the test to see how many people know each other the scorer where 9-108 this means...” Later in that section he explained how the people did so well, and how people with higher incomes get more friends. When the author told us about the test it help me understand this chapter more fully.

My assessment of the performance of our team (ACC-Baldwin) in Phase One is that we performed decently in terms of strategy, but we have a lot of room for improvement in terms of implementation of strategy in the simulation exercise.

Consolidating gains and producing more change—Kotter (1996) stated that many change programs failed because the victory was declared too early. Companies should build trust to employees and customers through the success of short-term objectives and continue to work hard until the end of the strategy. In May 2011, BA

If given the opportunity to re-do the simulation, our top priorities would be to manage the allotted time more efficiently in order to improve decision quality, provide resolution certitude and ensure that each team member is adequately informed and prepared prior to meeting. During the simulation, we were given a finite timeline in which to analyze and input decisions; however, we failed to create a sense of urgency within our group, which encumbered the decision-making process and consequently, led to rushed decisions as time ran out. A team member should have been appointed as a designated timekeeper for time monitoring purposes.

During the simulation I had the role of the CEO and as such relied heavily on my own personal understanding of what we have learned thus far, but also did some research to be able to better assess what would best work. Over the 96-weeks I have a COR rate of 0.17 percent change rate. Although I did not effectively manage change, I was able to learn what worked well and what didn’t. Additionally, learning from our failures is crucial for long term success. In no way will anyone be 100 percent effective in all of their endeavors. The key is to learn from it and

And so far all 20 managers have been aware of this change project. At Week 16, I provided internal skill- building to show those who are willing to change the way to adopt this project, and I made 1 person enter the trial stage. At week 18 I decided to issue an e-mail notice, by now they should pay some attention to the context of this e-mail, and it made 1 person entered the interest stage. At week 19, I conducted a pilot project, hoping to achieve a short-term win that can nourish faith in the change efforts, and the results are that 1 person entered the interest stage, 1 person entered the trail stage and first person entered the adoption stage. At week 25, I conduct private interviews again and made 1 person enter the interest stage. And week 26, I privately confront resister Pal D’Arcy hoping that he may change his mind, but he didn’t. At week 27, I walked the talk and show them the actions aligned with the change initiative, and make 3 people enter the interest stage and 4 people enter the trial stage. At week 29, I recognized an adopter and hoping this would have an influence on others, but it only made one person enter the interest stage. At week 32,

My issue as the leader was that I worked actively to listen to, and emphasize with my member’s personal goals and needs even if it meant a lower score for me. This common attribute found in servant leaders is what I have demonstrated in the simulation. My introspective personality must have placed a supreme role in this case where I value others’ opinions and put their needs first before my own, and thus give credit for accomplishments. For example, I let the photographer stay in camp 1 for two consecutive days to reach his personal goal at the expense of our common goal of reaching the summit. Consequently, I spent most set of decision-making-processes discussing everyone else’s individual goals while neglecting to formulate a plan for our common goal of reaching the summit and avoiding

All the techniques assisted in following the decision making steps including measuring the impact which is easily forgotten. It is very important to ensure our decision was effective and if it was not. Understanding why the decision was not effective and re evaluating the alternatives and the issues that come into play will help us identify what was missed or overlooked so the problem can get fixed. This also helps ensure the same mistakes are minimized, if not identified so the same issues do not reoccur and something can be learned for the future.

However, the pilot study conducted was vital in seeing what worked and what did not. It was essential to change the plan from