TIPPING POINT LEADERSHIP
A Theory of Organization
Change Backed by Evidence
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The Theory
Once the beliefs and energies of a
critical mass are engaged, a new
idea or a new behavior will spread
like an epidemic, bringing about
change very quickly
Three Rules
1. The Law of the Few
Success depends on the involvement of the right
kind of people with specific skill sets and qualities
 Connectors: Hubs in a social network
 Mavens: Knowledge and information
collectors and disseminators
 Salesman: Influencer who can negotiate
or persuade others to consider the new
initiative
Three Rules
2. The Stickiness
Factor
The stickier (stronger)
message, the more it
will stay in the minds of
people
3. The Power of
Context
The environment
matters - time and
place
Tipping Point Hurdles
Cognitive Hurdle
Resource Hurdle
• Getting people to agree
on the problem
• Data doesn’t work
• Must experience the
problem / accept the
need for change
• Scarce resources are a
reality – everywhere
• Lead with the resources
you do have by focusing
them or trade resources
with other units
Tipping Point Hurdles
Motivation Hurdle
• If a new strategy is to
become a movement,
employees must not only
recognize what needs to
be done, they must also
want to do it
• Framing the reform
challenge is key
• People must believe that
results are attainable
Political Hurdle
• Organizational politics are
a realty – everywhere
• A stakeholder inside or
outside the organization
can object to and resist
change
• Isolate naysayers by
building a broad coalition
with other independent
stakeholders
Hurdle Summary
Kim & Mauborgne (2003, p. 5; HBR)
For more on this theory
and other change
management insights…