FRICTION

For our wrap-up of FRICTION, Stanford Engineering’s Bob Sutton returns to the premise of the podcast - work doesn’t have to suck - and shares his top five takeaways from all the lively and frequently raw discussions he’s had over the summer with fellow experts on management, organizational behavior and other aspects of today’s work environment. A professor of management science and engineering, Sutton signs off by asking listeners for answers to two questions about friction that still haunt him. Here’s your chance to nail a simple test by a tenured Stanford professor and bestselling author.

At the end of our live recording of the final FRICTION episode, which you should listen to first, Stanford University business Professor Hayagreeva “Huggy” Rao took to the stage and shared some closing thoughts on podcast host Bob Sutton’s raucous conversation with Kim Scott about her new bestselling book “Radical Candor.” In scholarly, dulcet tones, Rao observes how we can't be brutally honest with one another without the social lubricants of wonder and insight.

For our final full episode, Stanford Engineering’s Bob Sutton sits down with Kim Scott, author of the New York Times bestseller “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity.” Before a live audience in San Francisco, they discuss how we can all develop the courage to tell co-workers when they can do better, as well as face critical feedback ourselves. Do you pull punches just because you want to be liked, or fear you’ll make someone else angry? Multiply that over an entire organization, and you have the sort of ubiquitous friction that’s devilishly invisible but disastrous overall. As Scott says, the goal is to both care personally and challenge directly: “We totally forget that our humanity is an asset, and we should bring it to bear at work.”

Professor DeCelles studies settings that are rife with friction, frustration, and fatigue. In this episode, Stanford Engineering’s Bob Sutton interviews the University of Toronto’s Katy DeCelles about how people deal with the constraints and stresses of prison and airports.  Employees in both settings are required to enforce strict rules, which can inflame the often distressed, manipulative, and overbearing people that they care for and oversee. DeCelles explains how prison guards and airline workers do their jobs in ways that protect their own physical and mental health, and at the same time, allow them to maintain order among the people they are paid to serve, protect, and control.  The strategies these employees use include a curious blend of empathy and emotional detachment. DeCelles also discusses her research on another kind of pushy workplace character, the “organizational vigilante”– those self-appointed enforcers who take it upon themselves to chastise you for violating some obscure policy or arriving to work five minutes late. 

Establishing teams improves performance for speed, effectiveness and morale - even if the teams have just been formed or are temporary.

When we’re at work, we recognize them instantly. But what type of asshole are they? Are they just a stunted playground bully, or perhaps the dreaded petty tyrant? Stanford Engineering Professor Bob Sutton, author of the forthcoming “The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt,” and eCorner’s Rachel Julkowski discuss the different kinds of office jerks who make life hell for the rest of us, why they behave so badly, and specific ways to deal with them. Also consider this a gift of self-awareness — because if we’re being honest — we all have the ability to lapse into assholery from time to time.

As kids, it worked every time: Out of sheer greed, you claim the last Oreo by licking it and grossing out all your friends. As adults, it’s your colleague who tells everyone he plans to work on something just so no one else does - halting productivity and progress. In this episode, Stanford Engineering Professor Bob Sutton and his co-conspirator Rebecca Hinds crack open a recently declassified World War II field manual for undercover saboteurs, drawing parallels to the ways businesses undermine themselves and competitors. Whether it’s a pre-meeting before a meeting, or hitting “reply all” in an email, these little acts gunk things up as badly as a fistful of rice in a Humvee’s fuel tank.

Silence and harmony are warning signs of stagnation. Stoke innovation through productive disagreement by forming teams with cognitive diversity.

Effective leaders act as editor-in-chief. They deploy resources with focus and discipline. They develop the confidence both to launch and to end product lines.

Stop wasting your time managing poor performers. Only hire fully formed adults who add to your culture.

Friction is the force that stands in the way of getting things done, and it’s everywhere because we work in an increasingly complex and collaborative world. But before we can eliminate this costly drag on our time, we must first call out the enemy. In this episode, Stanford management Professor Bob Sutton and Stanford business Professor Hayagreeva "Huggy" Rao describe how friction takes hold and spreads within workplaces, how to recognize when you or those around you are just adding to the "muck," and why it’s especially important for entrepreneurs to eliminate drag that blunts their only edge in the market: speed.