Understanding Organizational Friction

In high-performance organizations, friction isn't always the enemy—it can be a design feature. As Learning Systems Architects, our role is to identify, design, and calibrate friction to accelerate learning, support good judgment, and prevent costly errors.

Friction can be beneficial in the right situation; in the wrong situation, it can be detrimental. Understanding the difference between these two system design patterns is essential.

• Cognitive Guardrails (Constructive Friction)
  This friction is purposely designed into the process to support organizational goals. It helps slow down the process to aid decision-making, prevent errors, or lead to better outcomes.
  Examples: checklists, cooling-off periods, deliberate decision delays, feedback loops.
• Latent System Debt (Destructive Friction)
  This friction is an unnecessary obstacle that slows down and frustrates people who are trying to achieve the proper outcomes. This includes operational inefficiencies that have never been appropriately addressed or dealt with.
  Examples: outdated forms, ambiguous approval chains, unclear authority, reactive policy.

Bob Sutton, an organizational psychologist, describes the goal simply:
Make the right things easy, and the wrong things hard.

We need to simplify processes for legitimate, productive activities and introduce friction to block harmful or unethical actions.
He highlights the diagnostic mindset required for a role he calls the Friction Fixer.

It starts with two diagnostic questions:

• Do I know what I'm doing?
  ➔ If yes, act quickly and minimize friction. If no, slow down and seek clarity.
• Is this decision reversible?
  ➔ If yes, move fast and iterate. If no, proceed cautiously and deliberately.

Decision-Friction Diagnostic Tool

We must systematically examine how decisions are made, assess whether introduced friction will be constructive or destructive, and design processes accordingly.
By mastering the calibration of friction, we make organizations more efficient, resilient, ethical, and capable.
As Learning Systems Architects, this is one of our most powerful design levers.