The universal hack: Learn it once, apply it everywhere | Bob Sutton for Big Think+

Summary

The video discusses the concept of friction in problem-solving and leadership, highlighting how some obstacles can be beneficial. Bob Sutton, an organizational psychologist, emphasizes that the right tasks should be easy while wrong actions, like unethical behavior, should be difficult. He shares examples of constructive friction, such as the Theranos scandal and a San Francisco company that innovated a tampon. Sutton also outlines two key questions for decision-making: whether you know what you're doing and whether the decision is reversible. These strategies help leaders make smarter, more deliberate choices.

Takeaways

• 🏎️ Racing ahead can lead to mistakes; sometimes slowing down is necessary to succeed, just like in a race car.
• ⚙️ Organizational friction can be both good and bad—good friction makes harmful actions harder, while bad friction slows down positive actions.
• 📚 The right actions (like paying bills) should be easy and fast, while wrong actions (like breaking laws) should be difficult.
• 🚁 Elizabeth Holmes' Theranos is an example of bad friction, where she tried to bypass legal approvals, leading to unlawful actions.
• 💡 Sequel is an example of constructive friction; the company went through the necessary process to create an FDA-approved product.
• 🛠️ Friction fixers focus on making the right things easier and the wrong things harder, being mindful of how their decisions impact others' time.
• 📄 Even in small interactions, like at the DMV, respecting people’s time can create a low-friction, efficient experience.
• 🧠 Good friction fixers ask if they know what they're doing, especially when facing complex or high-stakes situations.
• ⏳ Decisions that are irreversible require careful consideration, while reversible ones can be tested and adjusted more freely.
• 🔄 IDEO's David Kelly used the analogy of shaving his mustache to show how some changes, like organizational structure, can be reversible.

Q & A

What is organizational friction, and how can it be both positive and negative?

Organizational friction refers to obstacles or resistance that slow down or complicate processes within an organization. While it is often perceived as negative, it can be positive when it prevents harmful actions or decisions, ensuring that only the right actions move forward efficiently.

How does the analogy of a race car relate to organizational friction?

The analogy of a race car illustrates that, like race cars that need to slow down for corners and take pit stops, organizations also need to manage their pace. Slowing down in certain situations (adding friction) can be beneficial, ensuring safety and efficiency rather than rushing ahead without caution.

What is constructive friction, and can you give an example?

Constructive friction is the intentional slowing down of a process to ensure that only legitimate, safe, and well-approved actions proceed. An example is the refusal of military officials to use Theranos's blood testing device without FDA approval, preventing potential harm.

How did the company Sequel demonstrate the value of constructive friction?

Sequel developed a modern tampon product and navigated through the necessary friction by seeking FDA approval. This rigorous process ensured the product’s legitimacy and safety, exemplifying how constructive friction can lead to positive outcomes.

What qualities define a 'friction fixer' in an organization?

A friction fixer is someone who focuses on making the right things easier and the wrong things harder. They act as trustees of others' time, constantly assessing whether processes waste or effectively utilize people's time, and work to improve them.

What lesson did the DMV example illustrate about effective friction management?

The DMV example showed that even in typically slow bureaucratic processes, an individual can reduce friction by organizing and directing people efficiently. This gentleman’s proactive approach minimized wait times and streamlined the process for customers, demonstrating how small actions can significantly reduce friction.

What are the two key diagnostic questions that friction fixers should ask?

The two questions are: 1) 'Do I know what I am doing?' This helps determine if it's a situation that requires careful thought or can proceed on autopilot. 2) 'Is the decision reversible?' This assesses whether a decision can be undone, guiding whether to proceed quickly or carefully.

Why is it important to understand if a decision is reversible?

Understanding whether a decision is reversible helps leaders decide how to approach it. Irreversible decisions, like firing a CEO or selling a company, require careful consideration. Reversible ones, however, can be approached with more experimentation and speed.

What does the story of Google Glass teach about rushing decisions?

The story of Google Glass highlights the dangers of rushing into decisions without thorough consideration. Sergey Brin pushed the product to market despite its flaws, resulting in its failure. It shows that slowing down to evaluate a product's readiness can prevent costly mistakes.

How did David Kelly’s mustache story at IDEO illustrate the concept of reversible decisions?

David Kelly used the example of shaving off his mustache before announcing a company reorganization, calling it a 'reversible prototype.' This demonstrated that the reorganization could be undone if needed, unlike a permanent change, emphasizing the importance of experimenting with reversible decisions.