More broadly, they argue that “an easy-to-solve prioritization approach” is more likely to lead to long-term improvements because it is easier to nip small problems in the bud and because many, perhaps most, big problems result from a complex and hard-to-predict combination of a bunch of little problems. So, by chipping away at the little troubles, friction fixers can eliminate those pesky little annoyances and reduce the chances of big, overwhelming problems that are difficult or impossible to repair.

The Cancer Center suffered from two hallmarks of organizations that are plagued with coordination snafus. First, powerful people ignore, dismiss, denigrate, and even undermine people and groups they need to mesh their work with. Oncologists saw themselves as being at the top of the pecking order at the center and the work of other specialists as secondary, trivial, or downright useless. They dismissed side effects, including fatigue, diarrhea, and cramps, caused by chemotherapy that they prescribed as “normal” and left it to patients to find specialists to treat such problems. Second, powerful people devote little attention to solutions for coordination problems.

As a friction fixer, to dampen coordination troubles, your job is to find and test new solutions, teach them to others, and keep updating your tool kit. Here are six solutions that might work for you.

1. Onboard People to the Organization, Not Just the Job

Friction fixers who are intent on building a culture of coordination go beyond training newcomers to perform their narrow job responsibilities. They teach newbies how their work meshes with that of others, how the organization functions, and how to use the system to help them do their work. This saves a lot of trouble down the road....

2. Get Up Close and Personal with People Who Make the System Tick..

Yet, as Wired reported, they developed grudging respect for one another. Together, they patched HealthCare.gov by bringing “order to the site through careful monitoring, automated testing, and a collaborative, methodical, commonsense approach to bug fixing.” There is nothing sacred about L6. Elsewhere, traveling down three or four levels is plenty. The key is locating the people—such as employees, customers, or vendors—who understand how a system works and why it doesn’t...

3. Good Stories Stoke Coordination

Hubert believes the stories that he told strengthened connections between Best Buy employees and customers, and employees and management. Like the one about Jordan, a three-year-old in Florida who loved his T. rex toy and called it his “dino baby.” When dino’s head snapped off, Jordan was heartbroken. Jordan’s mother found the same T. rex at Best Buy, ordered it online, and drove Jordan to a store to pick it up. She told the Best Buy associate that they needed a “dinosaur doctor.” The associate, T, recruited a colleague, Stephanie, and they took Jordan’s headless dinosaur to “surgery” behind the counter out of Jordan’s view. “Just a few more stitches,” the pair said as they replaced the broken T. rex with the new one. When they handed Jordan the “cured” dinosaur, he squealed with joy...

4. Build Roles and Teams Dedicated to Integration...

5. Fix Handoffs...

One rule is “never hand over a fire in the heat of the day.” Firefighters learned this lesson from the Dude Fire in Payson, Arizona, in 1990. Six firefighters were burned to death after a botched handoff, which occurred at “1:00 P.M. on a hot, windy day with temperatures in the high nineties while the fire was making spectacular runs.” Crews now do handoffs at night, when it is easier to see fires and “low winds, high humidity, and cool temperatures stabilize the fire.

Crew chiefs use a briefing for such handoffs to help pass along the “big story,” steps that could by adopted by friction fixers in other settings. During a forest fire, the outgoing chief goes through five steps during a conversation with the incoming chief:

• Here’s what I think we face.

• Here’s what I think we should do.

• Here’s why.

• Here’s what I think we should keep an eye on.

• Now talk to me (i.e., tell me if you (a) don’t understand, (b) cannot do it, (c) see something that I do not).

That last step places responsibility on both chiefs to assure that messages are received and to resolve clashing perceptions...

6. Coordinate on the Fly...

Friction fixers are of two minds. First, they labor to prevent unpleasant surprises. To build workplaces where people aren’t exhausted by one emergency after another and don’t live in fear of system failure. Second, they know, as Beatle John Lennon put it, that “life is what happens to you while you’re busy making other plans...

These teams started with a provisional plan, the “sheet music.” Film crews had a detailed daily schedule. The SWAT team outlined a plan for each mission—which specified, for example, who would cover the exits of a house, where snipers would be stationed, and when officers would bust down the door. But when things didn’t go as expected, because people understood one another’s roles so well and how their roles fit together, teams were adept at revising their plan on the spot....

Role shifting helped them make such rapid adjustments. It happens when a surprise leaves a critical role empty and someone else fills in...

Reorganizing routines is another improvisational practice. It’s triggered when a surprise reveals that the planned sequence or methods aren’t working and something different ought to be done.

The second leadership principle is that our project is powered by ownership and accountability for friction fixing. To paraphrase former Yum! Brands CEO David Novak, the idea is to build workplaces where accountability is a two-way street, where people feel “I own the place and the place owns me.” When it comes to friction fixing, skilled leaders are keenly aware that, all too often, making the right things easier and the wrong things harder are treated as orphan problems, obstacles and ordeals that everyone on a team or organization believes are important but that no one takes responsibility for averting or repairing.