The Friction Project
Introduction
“Sometimes, it seems as if Peter Drucker was right when he said, “Most of what we call management consists of making it difficult for people to get their work done.
Related Quotes
But David still reminds folks at IDEO and elsewhere to treat organizations as imperfect and unfinished prototypes. When some policy or practice annoys or drives people crazy, friction fixers need the courage and sway to try something different. And if that doesn’t work, to change it, or toss it out, and try something else.
8. Fast and Frenzied: When and How to Apply Good Friction
“Putting the pedal to the metal is dangerous for organizations, too. London Business School’s Dana Kanze and her colleagues compared managers who were urged by their leaders to rush ahead, to focus on “locomotion goals,” to managers who were urged to slow down and evaluate their actions, to focus on “assessment goals.
9. Your Friction Project
“We wrote The Friction Project because organizations that are filled with people who make the right things easier and the wrong things harder are more humane, productive, and innovative.
Appendix
“We wrote a friction article for Gallup.com, “Too Many Teams, Too Many Bosses,” and for Times Higher Education, “Our To-Do Lists Can’t Grow Forever. It’s Time to Try Subtraction.
And the LinkedIn pieces “Why Your Job Is Becoming Impossible to Do” and “How Do You End a Meeting?