The Friction Project
Robert I. Sutton & Huggy Rao
Robert I. Sutton & Huggy Rao
About this Author
Robert I. Sutton is an organizational psychologist and serves as a professor in the Management Science and Engineering Department at Stanford University’s School of Engineering. His research focuses on workplace behavior and organizational change.
Huggy Rao holds the title of Atholl McBean Professor of Organizational Behavior at the Stanford Graduate School of Business. He is also a fellow at the Center for Advanced Study in the Behavioral Sciences. His work centers on leadership, organizational growth, and behavioral science.
2024
Self-Help
Conclusion
7 Key Points
Conclusion
Friction slows people down or helps them grow. Good leaders remove what hurts and keep what helps. They listen more, speak less, and stay close to real problems. Progress comes by subtracting clutter and respecting time. Less noise. More clarity. Better work.
Abstract
In The Friction Project by Robert I. Sutton and Huggy Rao, the authors reveal how workplace friction—like endless meetings, bloated bureaucracy, and confusing communication—drains morale and blocks progress. But not all friction is bad. Thoughtful resistance can spark innovation, focus attention, and improve outcomes. Through vivid examples and sharp insights, they urge leaders to balance speed with care, subtract clutter instead of adding more, and stay grounded by listening, learning, and simplifying. This compelling book challenges managers to treat time as a precious resource and rethink how we solve problems—not by piling on, but by cutting away what no longer serves.
Key Points
Summary
Friction at Work: What Slows Us Down and What Helps Us Grow
Many people who work a regular office job know how frustrating some parts of the workplace can be. Long, pointless meetings, confusing email chains, and difficult paperwork are just a few examples. These things are often caused by outdated systems or poor communication, and they create problems that slow down work and lower morale. What Harmful Friction Looks Like:
These examples show how too much friction leads to wasted time, poor teamwork, and less innovation. It also makes it harder for employees to stay motivated and for companies to serve their clients effectively.
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