The article discusses the common dislike for friction in daily life and the commercial sphere, where smooth processes are prioritized. However, Bob Sutton challenges this view by suggesting that not all friction should be eliminated. He introduces the concept of 'good friction,' which can prompt deeper thinking and improve organizational efficiency. Conversely, 'bad friction' adds unnecessary hurdles, exemplified by inefficient meetings and communication, which hinder productivity without adding value. Identifying the difference between good and bad friction is vital for personal and organizational success.
The hallmark of many industries is to minimize friction in life, leading to a preference for seamless experiences in entertainment, payments, and food.
Bob Sutton argues that while we often view friction negatively, certain types of friction—good friction—can help us think critically, deeply, and lead to better organizational outcomes.
Bad friction adds obstacles that slow down processes without any beneficial outcome, often referred to as organizational drag, which can significantly hamper productivity.
Recognizing good versus bad friction is essential; while bad friction frustrates and hinders progress, good friction can enhance creativity and engender stronger results.
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