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The values of the world we inhabit and the people we surround ourselves with have a profound effect on who we are.
People are experience-rich and theory-poor.
We learn by example and by direct experience because there are real limitations to the adequacy of verbal instruction.
In order to get one of the greatest inventions of the modern age, in other words, we thought we needed the solitary genius. But if Alexander Graham Bell had fallen into the Grand River and drowned that day back in Brantford, the world would still have had the telephone, the only difference being that the telephone company would have been nicknamed Ma Gray, not Ma Bell.
People weren't getting their jobs through their friends. They were getting them through their acquaintances. Why is this? Granovetter argues that it is because when it comes to finding out about new jobs -- or, for that matter, new information, or new ideas -- "weak ties" are always more important than strong ties. Your friends, after all, occupy the same world that you do. They might work with you, or live near you, and go to the same same churches, schools, or parties. How much, then, would they know that you wouldn't know? Your acquaintances, on the other hand, by definition occupy a very different world than you. They are much more likely to know something that you don't. To capture this apparent paradox, Granovetter coined a marvelous phrase: the strength of weak ties. Acquaintances, in short, represent a source of social power, and the more acquaintances you have the more powerful you are.
What must underlie successful epidemics, in the end, is a bedrock belief that change is possible, that people can radically transform their behavior or beliefs in the face of the right kind of impetus.
The three rules of the Tipping Point -- The Law of the Few, the Stickiness Factor, the Power of Context -- offer a way of making sense of epidemics. They provide us with direction for how to go about reaching a Tipping Point.
The Tipping Point is the biography of an idea, and the idea is very simple. It is that the best way to understand the emergence of fashion trends, the ebb and flow of crime waves, or, for that matter, the transformation of unknown books into bestsellers, or the rise of teenage smoking, or the phenomena of word of mouth, or any number of the other mysterious changes that mark everyday life is to think of them as epidemics. Ideas and products and messages and behaviors spread just like viruses do.
The Rule of 150 says that congregants of a rapidly expanding church, or the members of a social club, or anyone in a group activity banking on the epidemic spread of shared ideals needs to be particularly cognizant of the perils of the bigness. Crossing the 150 line is a small change that can make a big difference.
Humans socialize in the largest groups of all primates because we are the only animals with brains large enough to handle the complexities of that social arrangement.
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