The Four Frictions of Innovation

On this week's episode of Inside Outside Innovation, we sit down with David Schonthal, Clinical Professor and Director of Entrepreneurship Programs at the Kellogg School of Management and Coauthor of the new book, The Human Element: Overcoming the Resistance That Awaits New Ideas. David and I talk about what keeps ideas from gaining traction and what you can do to avoid friction and resistance to new ideas. Let's get started.

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Interview Transcript with David Schonthal, Clinical Professor and Director of Entrepreneurship Programs at Northwestern University and Coauthor of The Human Element

Brian Ardinger: Welcome to another episode of Inside Outside Innovation, I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today, we have David Schonthal. He is a Clinical Professor and Director of Entrepreneurship Programs at Northwestern University and Coauthor of the new book, The Human Element: Overcoming the Resistance that Awaits New Ideas. Welcome to the show, David. 

David Schonthal: Thanks, Brian. Nice to be here. 

Brian Ardinger: Hey, I'm excited to have you here. You have spent a lot of your career thinking about and watching what it takes to make new ideas happen. You've spent time at IDEO. You were co-founder of Matter, which is that 25,000 square foot innovation center in Chicago. Has some venture capital experience and that. And I thought we could start by telling the audience how you got into the innovation space in the first place. 

David Schonthal: By accident is the answer. It's sort of a long story, but I wound up becoming the COO of a medical device company in San Diego, California based on a radical shift from what I was doing before, which is tax software in London. 

To make a long story short, one of my former bosses called me up when I was just at my lowest point with tax and the UK, no offense to the UK, but it was winter, and it was like dark 18 hours out of the day. And he called me up and all of a sudden, I just, all I remember is him saying, yada, yada, yada San Diego, yada yada, yada. I was like, oh please.

He's like, would you like to know what the business is? I was like, no, not important. So, I wound up going and being the head of operations for an early stage medical device company. And then basically from that point forward was just bit with the bug around bringing new ideas to market either in the startup space, through entrepreneurship or venture capital or in the corporate space through design and innovation.

Brian Ardinger: And you've got a new book called the Human Element. I would imagine it packs a lot about the things that you've learned over that career. Since you've spent a lot of time seeing how early ideas get traction or not, what is the most striking problem that you see most people making when it comes to kicking off an idea?

David Schonthal: I think maybe the best place to start is by most innovators and entrepreneurs’ instinct that the idea is the thing that needs to be addressed. So, if a new product or service or strategy isn't being adopted by the market, most innovators instincts says well, let's make the product a little better. Let's change the way we talk about it. Let's drop the price. Let's promote it differently. 

And they make the thing or the strategy or the movement, the center of their attention. And in the course of my career, I've worked on some really amazing, I mean, some terrible, but also some really amazing innovations and products and services. And I was always surprised by how, even though clearly if these things were adopted into the market, they would make the world a better place, no matter how much we tweaked or change the idea that wasn't always the key to success of getting it introduced.

And so about four years ago, turned my attention to thinking about what is it that stands in the way of change and partnered up with one of my colleagues at Kellogg, who was a behavioral psychologist named Loran Nordgren. And together we've been studying this problem from both the applied side, as well as the theoretical side.

And that was the genesis of the book, which is that our instincts about innovation are too heavily biased on making the thing more appealing and not focused enough on helping the market adopt it by removing the friction that stands in the way. 

Brian Ardinger: Yeah. I love that. You kind of start off the book, this battle between what do you call fuel and friction. The idea that a lot of times, just to make an idea better, all you have to do is add more facts or more features or try to get more folks bought into it. But really, it's a lot about how do you eliminate the frictions around that? So, in the book you talk about four frictions. Let's outline and tell the audience how they can avoid them.

David Schonthal: Sure. So, if you think about a new idea, like an airplane leaving the ground or a projectile flying through the air. Fuel, to your point Brian, are all of the things that propel that idea forward. The need that the customer has, features and benefits, promotional strategies, but like an airplane leaving the ground there are also forces that stand in the way, whether it's wind resistance or sheer or gravity. 

And so, the book is really focused on these forces, these headwinds of innovation and the four that we specify in the book, the four frictions, our number one inertia, which is our desire as human beings to tend to stick with the status quo. Despite the fact that we know the status quo might be imperfect, our habits are surprisingly powerful. And so, recognizing that inertia is a play anytime you're trying to get somebody to change from what they're doing today, to what you'd like them to do tomorrow. 

Effort is the second one. All of the ambiguity, all of the costliness, all of the exertion required to get somebody to make that change. 

The third friction is emotion. All of the anxiety and fear that comes along with changing from something that you do today to something you do tomorrow. And you might not think that emotion comes into play for small things, but emotion comes into play when you're buying a pack of gum or when you're putting on a new shirt.

And then the fourth is what we call reactants, which is people's aversion to being changed by others. And each of them show up in varying degrees, depending on what you're working on in spotting them appropriately forecasting them ideally, so that they can be muted and mitigated is really the key. 

Brian Ardinger: And a lot of those frictions, they're almost not necessarily irrational, but they're definitely not something that you can take an economic model and say, well, clearly there's a cost benefit analysis and everybody should end up on this side of it because of the cost benefit analysis. But there's a lot of underlying things. And it seems a lot of this frictions around ambiguity or being comfortable with failure. How can you get folks more comfortable with that environment of ambiguity? 

David Schonth...