Summary of Tipping point strategy
Tipping point management Problem to focus on
- demotivated employees
- opposition from powerful vested interests
Steps
1. Break through the cognitive hurdle- make key managers experience your organization’s problems
2. Sidestep the resource hurdle- concentrate the current resources on areas most needing change
3. Jump the motivational hurdle- DO NOT reform the entire organization
INSTEAD- motivate key influencers- persuasive people with multiple connections
4. Knock over the political hurdle
- identify and silence key naysayers early by putting a respected senior insider on your top team.
*Once the beliefs and energies of the critical mass of people are engaged, conversion to a new idea will spead like epidemic, bringing out fundamental change very quickly.
*Turn the public sector’s endemic constraints on resources into advantage
1. Break through the cognitive hurdle put key managers face-to-face with the operational problems so that the mangers cannot evade reality
Poor performance becomes something they witness rather than hear about
Sensitize his superiors to his problems
- the company’s product development depend only to one person
: the officer does not have the chance to be creative
2. Sidestep the resource hurdle
- de-emphasizing or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new one
- careful examination of the facts can reveal where changes in key policis can reduce the need for resources
3. Jump the motivational hurdle
- Wrong: reform incentives through the whole organization
- introduce the culture of performance by making results and responsibilities clear to everyone
- risk: need to ensure that people feel it is based on fair processes and seeing to it that they can draw lessons from both good and bad results = result: increases the organization’s collective strength and everyone’s chance of winning.
- engage the key manager to play an
- demotivated employees
- opposition from powerful vested interests
Steps
1. Break through the cognitive hurdle- make key managers experience your organization’s problems
2. Sidestep the resource hurdle- concentrate the current resources on areas most needing change
3. Jump the motivational hurdle- DO NOT reform the entire organization
INSTEAD- motivate key influencers- persuasive people with multiple connections
4. Knock over the political hurdle
- identify and silence key naysayers early by putting a respected senior insider on your top team.
*Once the beliefs and energies of the critical mass of people are engaged, conversion to a new idea will spead like epidemic, bringing out fundamental change very quickly.
*Turn the public sector’s endemic constraints on resources into advantage
1. Break through the cognitive hurdle put key managers face-to-face with the operational problems so that the mangers cannot evade reality
Poor performance becomes something they witness rather than hear about
Sensitize his superiors to his problems
- the company’s product development depend only to one person
: the officer does not have the chance to be creative
2. Sidestep the resource hurdle
- de-emphasizing or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new one
- careful examination of the facts can reveal where changes in key policis can reduce the need for resources
3. Jump the motivational hurdle
- Wrong: reform incentives through the whole organization
- introduce the culture of performance by making results and responsibilities clear to everyone
- risk: need to ensure that people feel it is based on fair processes and seeing to it that they can draw lessons from both good and bad results = result: increases the organization’s collective strength and everyone’s chance of winning.
- engage the key manager to play an