Scientific Definition
Whether the room stands depends on thresholds and who can see whom — not on quality alone.
Plain-English Definition
Whether the room stands depends on thresholds and who can see whom — not on quality alone.
Feynman Explanation
Tipping cascades don't care if the show was good.
Core Principle
Whether the room stands depends on thresholds and who can see whom — not on quality alone.
Mechanisms
Pending editorial review.
Whether the room stands depends on thresholds and who can see whom — not on quality alone.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Why product launches, layoff waves, and social movements look discontinuous.
Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
Tipping cascades don't care if the show was good.
Examples
- Scott Page and Thomas Schelling's tipping/threshold models.
- Why product launches, layoff waves, and social movements look discontinuous.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Map who triggers whom before predicting cascade outcomes.
Measurement Approaches
Pending editorial review.
Evidence
Pending editorial review.
Pending editorial review.
The Perverse Incentive Lens™
How this behavior is exploited — and how to redesign around it.
- Map who triggers whom before predicting cascade outcomes.
Pending editorial review.
Pending editorial review.
Interactive Mini Network
Click any neighbor to re-center the graph and follow the threads of connection.
Knowledge Graph Neighbors
Auto-linked to the rest of the Human Behavior Taxonomy by family, domain, dimension, and shared keywords.
A group decides on a course of action that nobody actually wants, because everyone assumes others prefer it.
Power tends to corrupt, and absolute power corrupts absolutely.
We attribute our own actions to situations but others' actions to their character.
We favor people who are similar to us or who like us.
Sacrificing for others without expecting a personal reward.
Masking the sponsors of a message to make it appear grassroots.
Disagreement grows more extreme as the parties think more about the issue.
Systematic errors in explaining the causes of behavior — yours or others'.
We accept vague, general statements as personally meaningful.
Adding the word 'because' (with any reason) increases compliance dramatically.
Behaviors spread through groups via observation and imitation.
We come to like people we've done a favor for, more than people who've helped us.