Part 1 Introduction

01 The Duality of Friction
1.
There is too much bad friction. 2.
Good friction is necessary·3.
Why I wrote this book

02 Our Friction Project
1.
How will friction be resolved?·2.
How to Think Like a Friction Solver

Part 2: Three Keys to Resolving Friction

03 Time Manager
1.
Friction cone·2.
Motto for Time Managers·3.
The Power of True Pride

04 Friction Diagnosis
1.
The first question to consider: 2.
Case study of friction diagnosis·3.
A tricky balance·4.
Cockroach Motel 5.
Both accelerator and brake are required

05 5-Step Strategy
1.
Help Pyramid 2.
Five Traps: The Path to Problem Discovery and Resolution

Part 3: Five Friction Traps

06 Insensitive Leader
1.
Signs of Power Addiction·2.
The consequences of insensitivity·3.
Dullness Treatment·4.
An inevitable and useful hierarchy and an avoidable and useless dull leader.

07 Plus Bottle
1.
Identifying the target for removal·2.
Subtraction tool·3.
Paving the way for things that are right but difficult and inefficient

08 Broken connection
1.
Why People Neglect Cooperation·2.
Basic Rule: Don't treat your friends like enemies. 3.
Let's not forget the power of passionate motivation. 4.
Prevention and improvement measures for cooperation failure·5.
If there is nothing to adjust, there is no problem!

09 Toxic Language
1.
Types of Toxic Language·2.
Strong words

10 Pushing without thinking
1.
The impact of speeding on individuals·2.
Speeding: A vicious cycle that worsens organizational debt. 3.
Hitting the Brakes: Creating Constructive Friction·4.
Let's take enough time to finish well

Part 4 Conclusion
11 Your Friction Project
1.
Lessons for Leaders to Follow·2.
Expect and embrace confusion

Acknowledgements
If you would like to know more or have anything to tell me
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True leadership isn't about eliminating friction, it's about handling it properly!

Friction is a book that contains the insights gained by Stanford University professors Robert Sutton and Hugh Lao after studying and investigating numerous organizations.
In this book, the authors offer us some very important insights.
“Make the right thing easier, the wrong thing harder.”

The two authors have studied how recurring friction in numerous organizations eats up people's time and lowers morale.
But this book doesn't simply say, "Eliminate friction."
Quite the opposite.
The authors show that “not all friction is bad,” and that “well-designed friction creates humane and productive organizations.”
If friction is inevitable, how it is handled will determine the success or failure of the organization.

So this book starts by distinguishing between bad friction and good friction.
Unnecessary rules, redundant approval processes, and pointless reporting are all bad friction.
Conversely, friction that makes doing the right thing easier and doing the wrong thing harder is good friction.
For example, systems that make employees think twice before making inappropriate decisions and procedures that automatically filter out unnecessary spending can simultaneously enhance an organization's ethics and efficiency.

《Friction》 presents specific examples of how to properly utilize friction.
For example, the non-profit organization 'Sibilla', which reformed the welfare administration system in Michigan, USA, reduced a complex 42-page welfare application form to just 8 pages.
As a result, the burden on staff and users was reduced, service errors were reduced, and the number of complaints was cut in half.
By eliminating unnecessary friction, good friction begins to work naturally.

In the book, the authors call the people who create these changes “friction resolvers.”
They do not ignore the problem.
Rather, they strive to make their workplace a better place by mobilizing all their influence, talents, and resources.
Improve meeting structure, share meeting minutes to avoid wasting colleagues' time, and simplify procedures.
It's a small change, but when these friction resolvers come together, they change the very fabric of the organization.

The authors send another important message.
Attempts to completely eliminate friction only weaken the organization.
If we only pursue efficiency, human creativity, empathy, and moral judgment disappear.
On the other hand, appropriate friction gets people thinking and discussing, leading to better decisions.
In other words, ‘good friction’ can be a spark for innovation.

That's why the authors argue that organizations filled with people who make it easier to do the right thing and harder to do the wrong thing are more humane, productive, and innovative.
The authors argue that a frictionless organization can be a good organization, but it cannot be a great organization.
Truly great organizations insist that everyone knows how to handle friction.

In that sense, this book is not simply about organizational management or business administration, but rather a practical leadership guide.
Because using friction correctly is no different from exercising leadership.
Ultimately, as the authors emphasize in the book, leadership is not about eliminating friction, but rather knowing how to handle it.

In particular, the authors say that it is we, not anyone in particular, who can be the friction resolver.
When it comes to resolving friction, the ability to truly handle friction is more important than one's position within the organization, such as rank or status.
That's why this book is designed to be immediately applicable to everyone, from ordinary office workers to executives making important decisions and stakeholders.
If you learn the friction management techniques in this book, you will become an irreplaceable linchpin and friction solver.