Dylan Taylor, Scott Bednorz, Jenny Broussard, Grant
Moffett
Slide 2
Cognitive Hurdle An organization wedded to the status quo
Political Hurdle Opposition from powerful vested interests
Motivational Hurdle Unmotivated staff Resource Hurdle Limited
resources
Slide 3
Murder-rate at all-time high New Yorkers under siege Frozen
police budget Officer moral was at rock bottom Budget cuts,
dilapidated equipment, and corruption within the department
Slide 4
Bill Bratton turned NYC into the safest large city in the U.S.
Felony crime fell 39% Murder-rate fell 50% Theft-rate fell 35%
Public confidence in the NYPD jumped from 37% to 73% Crime rates
continued to fall after Bratton left
Slide 5
Beliefs and energies of critical mass of people create an
epidemic movement toward an idea Concentration, not diffusion Focus
on identifying and leveraging the factors of disproportionate
influence in an organization
Slide 6
What factors or acts exercise a disproportionately positive
influence on Breaking the status quo? Getting the maximum bang out
of each buck of resources? Motivating key players to aggressively
move forward with change? Knocking down political roadblocks that
often trip up even the best strategies?
Slide 7
Hardest battle is to make people aware of the need for a
strategic shift and to agree on its causes Common way was to point
to numbers and then set and achieve better results Not a good idea
Tipping point leaders focus on the act of disproportionate
influence Make people experience the need for change in two
ways
Slide 8
Employees must come face to face with the worst operational
problem Bratton Examples In the 1990s, New York subway was being
boycotted by citizens who found it unsafe Bratton made the high and
middle brass ride the subway Massachusetts Bay Transportation
Authority purchased small squad cars Bratton invited the MBTAs
general manager for a tour of his unit and made him ride in the
squad car like a police officer
Slide 9
No substitute for meeting and listening to disgruntled
customers Bratton Example Bostons District 4 was experiencing a
surge in crime The police department thought they were doing fine
because they performed better than other departments Bratton
arranged town hall meetings between officers and residents
Slide 10
IT new hires have to work the help desk for a certain amount of
time
Slide 11
Most leaders face limited resources Trim their goals and
demoralize the work force They fight for more resources from the
bank and shareholders Tipping point leaders concentrate on
multiplying the value of resources they have Three factors of
disproportionate influence that can be leveraged to free up
resources while multiplying value Hot Spots Cold Spots Horse
trading
Slide 12
Before Bratton, higher ups though that having an officer ride
on every line and patrol every entrance would make subways safer
Bratton achieved sharpest drop in subway crimes by having officers
stationed at hot spots Before Bratton, the narcotics unite worked
only 9- 5 on the weekdays and made up 5% of the police force
Bratton relocated staff and resources on the hot spot and drug
crime declined drastically
Slide 13
Bratton found processing criminals in court to be a cold spot
Took 16 hours He brought processing centers to criminals Bust buses
outside subway stations Cut processing times down to an hour
Slide 14
Chiefs were unwilling to advertise excess resources or release
them for other sectors to use Fear of loss of control of resources
Some organizations were more endowed Bratton and Esserman Transit
unit needed office space and had an excess of unmarked cars
Division of Parole was short of cars and had an excess of office
space Esserman and Bratton offered a trade between the two
Slide 15
Slide 16
For a new strategy to become a movement, people must not only
recognize what needs to be done, but they must also act on that
insight in a sustained and meaningful way. How can you motivate the
mass of employees fast and at low cost? Focus on three factors of
influence in motivating employees: Kingpins Fishbowl Management
Atomization
Slide 17
Concentrate your efforts on kingpins, the key influencers in
the organization. Natural leaders Well respected Persuasive Like
bowling, when you hit them straight on, all the other pins come
toppling down.
Slide 18
Bratton zoomed in on the 76 precinct heads as his key
influencers and kingpins. Naturally had a ripple effect of touching
and motivating the 36,000 NYPD officers and force. Internal surveys
showed job satisfaction reaching an all-time high. We would have
marched to hell and back for that guy
Slide 19
Kingpins actions and inaction are made as transparent to others
as are fish in a bowl of water. Light shines on who is lagging
behind, and a fair stage is set for rapid change agents to
shine.
Slide 20
Bratton used a biweekly crime strategy review meeting to review
the performance of all the commanders. He placed these commanders
in the spotlight in front of everyone else and evaluates their
performance based off their crime statistics. The commander was
responsible for explaining how the new strategy is working and
address any issues.
Slide 21
As a result, an intense performance culture was created in
weeks. Incompetent commanders could no longer cover up their
failings The fishbowl gave an opportunity for high achievers to
gain recognition for work in their own precincts.
Slide 22
Unless people believe that the strategic challenge is
attainable, the change is not likely to succeed. Bratton broke it
down so officers at different levels could relate. The challenge
was to make the streets of New York City safe block by block.
Officers had specific goals to meet and that was it. They were not
to worry about any other challenge.
Slide 23
Inescapable reality of corporate and public life Higher chance
of change = strings pulled tighter 3 disproportionate influence
factors to overcome politics
Slide 24
Angels- most to gain from strategic shift Devils most to lose
from strategic shift Consigliere- politically adept and highly
respected insider
Slide 25
NYPD
Slide 26
Identify both Strive for win-win between detractors and
supporters Isolate detractors by teaming with angels Build up
counter arguments before the original arguments even start
Slide 27
Educate those willing to learn
http://www.exxonmobilperspectives.com/2011/06/17/facts-hydraulic-fracturing-
process/?gclid=CO33hcemhr0CFW9p7Aodv24ALQ&gclsrc=aw.ds CEO is
for frackingsuing for fracking near his land? Creates a problem: is
CEO his own devil?
Slide 28
Traditionally told to convert the mass of people during change
Instead transform the extremes Focus on acts with disproportionate
influence