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The Friction Project: A Summary
A book review discussing "The Friction Project" by Bob Sutton and Huggy Rao, which explores how leaders can manage organizational friction to improve efficiency.
Dutch
Netherlands
NetherlandsLeadershipEfficiencyManagementProcessImprovement
StanfordMichigan Department Of Health & Human ServicesCivillaHawaii Pacific Health
Bob SuttonHuggy RaoBen Tiggelaar
- Is all friction bad? Explain.
- Not all friction is bad. The book emphasizes the importance of 'good friction,' which involves slowing down actions that are illegal, immoral, disruptive, or complex, as a necessary countermeasure for efficiency and productivity.
- How can organizations address "bad friction"?
- Addressing friction involves helping others navigate bureaucratic hurdles, and also changing the system. The "Getting Rid of Stupid Stuff" project at Hawaii Pacific Health successfully reduced administrative work by simplifying procedures and eliminating unnecessary ones.
- What is the central message of "The Friction Project"?
- The Friction Project, by Bob Sutton and Huggy Rao, focuses on how leaders can make the right things easier and the wrong things harder in their organizations. It uses the concept of "friction" to describe processes, rules, and systems that impede progress.
- What example of excessive friction is discussed in the book?
- The book highlights a 42-page application form in Michigan with over 1000 questions as a prime example of "bad friction." After a redesign process, a new form was created, leading to significantly less processing time, fewer inquiries, and more approvals.
- What analogy do the authors use to illustrate friction management?
- The authors compare friction management to racing— you need to both accelerate and brake. They also emphasize that eliminating bad friction, like mowing a lawn, is an ongoing process.