How does an organization decide to implement a performance management system? To answer this we can learn a lesson from the Malcolm Gladwell, a social scientist and author of the The Tipping Point, who describes how changes in mind-set and perception can attain a critical mass and then quickly create an entirely different position of opinion. Let's apply Gladwell's thinking to the question of whether the widespread adoption of performance management is near its tipping point or whether we will only know this in retrospect after it has happened.
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