Innovation 2.0: Shortcuts and Speed Bumps

Organizational Friction

Friction plays a crucial role in organizational dynamics, acting as both a hindrance and a facilitator. Bob Sutton explains that friction is essential in designing systems, much like in engineering, where it is necessary for both stopping and moving a vehicle 1. He emphasizes that organizations often fail to execute their plans due to misplaced friction, either having too much where smooth operation is needed or too little where caution is required 1. This concept is mirrored in public policy, where introducing friction can help bring people along with changes rather than imposing them abruptly 2.

The reason many people and companies fall down when it comes to executing on their dreams is that they have too much friction in places that need to run smoothly and too little friction in places that need to move slowly.

--- Shankar Vedantam

Understanding and managing friction can thus be a powerful tool in achieving effective change.

   

Social Movement Friction

Friction is also a strategic tool in social movements, used to disrupt and highlight systemic issues. Shankar Vedantam and Bob discuss how movements like the civil rights movement introduced friction to draw attention to injustices and force societal reflection 3. This intentional disruption can slow down processes, compelling individuals and organizations to reconsider and address underlying problems 3. While friction can have negative side effects, it is often necessary to provoke thought and change.

Introducing friction, throwing sand into the gears, is designed to say there's something wrong with the way the gears are turning.

--- Shankar Vedantam

Thus, the strategic use of friction can be pivotal in driving social change.