If change is catchy, how come so many innovations don't catch on. This presentation illustrates why that is and what to do about it. http://practicingparadoxy.com

1. On Tipping Points,
Innovation,
Acceptance of Change,
Chasm Crossings,
and the Effects of Expectations

2. THE TIPPING POINT
Malcolm Gladwell
The Law of the Few
A corollary of the Pareto (80/20) Principle
Epidemic of Change
20% gets you 80%

3. THE TIPPING POINT
Ten people in an elevator…

4. THE TIPPING POINT
If one person faces the back…

5. THE TIPPING POINT
??
??
??
? ?
The rest think he’s crazy.

6. THE TIPPING POINT
But if two people face the back…

7. THE TIPPING POINT
The rest turn around.

8. BUT WAIT
If change is so “CATCHY”
Why is it so hard
to make it happen
in organizations (like churches)?

9. DIFFUSION OF INNOVATIONS
Everett M. Rogers
Four things influence the spread of a new idea:
The Innovation
The Social System
Channels of Communication
Time

10. DIFFUSION OF INNOVATIONS

11. DIFFUSION OF INNOVATIONS
In Innovators alone cannot reach Majority…

12. DIFFUSION OF INNOVATIONS
In
EA
EA
EA
EA
EA
EA
but Innovators can reach Early Adopters…

13. DIFFUSION OF INNOVATIONS
In
EA
EA
EA
EA
EA
EA
LA LA LA
LA LA LA
LA LA
LA
LA
LA
LA
LA LA
LA LA
LA LA
who in turn can reach Early Majority…

14. DIFFUSION OF INNOVATIONS
In
EA
EA
EA
EA
EA
EA
LA LA LA
LA LA LA
LA LA
LA
LA
LA
LA
LA LA
LA LA
LA LA
LM LM LM
LM LM LM
LM LM LM
LM LM LM
LM LM LM
LM LM LM
who in turn can reach Late Majority…

15. CROSSING THE CHASM
Geoffrey More
Why do a majority of organizations
abandon change
before reaching the tipping point?

16. CROSSING THE CHASM

17. CROSSING THE CHASM
BECAUSE

18. CROSSING THE CHASM
Early adopters
like the innovation
because it is scarce

19. CROSSING THE CHASM
Early Adopters
like the innovation
because it is scarce
While Early Majority
accept the innovation
because others accept it

20. EFFECTS OF EXPECTATIONS
Expectations
also play a role
in the acceptance
of innovation and change.

21. EFFECTS OF EXPECTATIONS
Innovation
Trigger

22. EFFECTS OF EXPECTATIONS
Innovation
Trigger

23. EFFECTS OF EXPECTATIONS
Unrealistically high expectations
of the benefits
of the innovation/change
may result in disillusionment
and abandonment of the change.

24. EFFECTS OF EXPECTATIONS
Innovation
Trigger

25. EFFECTS OF EXPECTATIONS
Injecting Reality
Effective leaders
inject small doses of reality
at important points in the process of change,
deflating unrealistic expectations at the outset
and re-inflating overly deflated expectations later.

26. RE-THINKING INNOVATION
“Nothing new under the sun”
Leader imposed innovation comes from a
hierarchical/power/control/political capital paradigm
not a realm of God paradigm.
Congregations
(like all organisms)
naturally resist imposed change.

27. RE-THINKING INNOVATION
Emergent Innovation
(a healthier way)
Discerning what the congregation, in its deepest, most authentic,
most image-of-God self is wanting to become,
then be the namer/articulator/language creator
for that emergent vision/desire/dream,
and the facilitator to the congregation for
allowing/encouraging/enabling that vision/desire/dream to spread.

28. Produced by
The Paradoxy Center for Incarnational Christianity
At St. Nicholas Episcopal Church
www.practicingparadoxy.com
vicofnick@practicingparadoxy.com
This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/