In this book, Frederick P. Brooks discusses several key issues in software engineering, most notably 'Brooks's Law,' which states that adding manpower to a late software project makes it later. The book explores the complexities of large programming projects, the difficulties in measuring work in 'man-months,' and the importance of effective communication and team management. It also includes insights from Brooks's experience managing the development of IBM's System/360 and OS/360.
In this book, Ed Catmull shares insights on how to build and maintain a creative culture within an organization. Drawing from his experiences at Pixar, Catmull discusses the importance of open communication, risk-taking, and protecting the creative process. The book includes candid discussions, anecdotes about Pixar's film development, and lessons on managing innovation and creativity. It emphasizes the need for a nurturing work environment and the importance of storytelling in business.
In this book, Robert I. Sutton discusses the destructive impact of 'assholes' in the workplace, providing strategies for identifying and eliminating negative influences. He introduces the concept of the 'Total Cost of Assholes' (TCA) and offers practical advice on how to build a more civilized and productive work environment. The book includes case studies from various organizations and provides a self-diagnostic test to help readers identify and manage their own behavior. Sutton also explores the difference between 'temporary' and 'certified' assholes and how to deal with each type effectively.
The Friction Project by Robert I. Sutton and Huggy Rao focuses on the concept of friction in organizations, highlighting both its positive and negative aspects. The authors provide tools and strategies for identifying, assessing, and addressing friction, including 'friction forensics' and a 'help pyramid.' They delve into common friction troubles such as oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams. The book emphasizes the importance of leaders acting as 'friction fixers' to improve communication, cooperation, and collaboration, and to maintain a productive workplace culture[2][4][6].
In this episode of The Eric Ries Show, I’m joined by Bob Sutton, organizational psychologist and New York Times bestselling author of several influential books on leadership, behavior, and workplace culture, including his latest: The Friction Project.
We explore insights from across his body of work, including real-world examples of large organizations that have figured out how to operate more effectively and ethically—despite the inherent messiness of human systems.
We discuss:
• Ideas from The Knowing-Doing Gap, including the importance of psychological safety and a breakdown of “the smart talk trap”
• Why even the best-run companies are still flawed
• The surprising number of companies owned by private foundations, including Hershey Chocolate and Ikea
• How well-run organizations resist management fads while staying open to real innovation
• A story from Tim Cook about critical thinking in HR—and the cost of over-hiring
• “Addition sickness”: what happens when too many people work on a problem
• Strategies for removing friction
• The “No Asshole Rule”: why toxic leaders damage performance and morale
• The best founders strike the right balance between confidence and humility
• And much more!
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Where to find Bob Sutton:
• LinkedIn: https://www.linkedin.com/in/bobsutton1/
• Bluesky: https://bsky.app/profile/bobsutton.net
• Website: https://bobsutton.net/
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Where to find Eric:
• Newsletter:https://ericries.carrd.co/
• Podcast:https://ericriesshow.com/
• YouTube:https://www.youtube.com/@theericriesshow
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In This Episode We Cover:
(00:00) Intro
(01:45) Insights from The Knowing Doing Gap
(09:29) How Becky Margiotta rewarded the doers of her 100,000 homes project
(12:24) An explanation of why every organization is flawed
(21:32) A case for still trying to improve the way companies are run
(26:03) How larger organizations always do things worse—some worse than others
(27:58) A case of organizational improvement: The California Department of Motor Vehicles
(29:58) Companies owned by private foundations and other unique models
(33:52) Lessons from Tim Cook around thinking critically about hiring
(36:26) Addition sickness
(39:58) Strategies for removing friction and adding good friction
(46:42) Simple practices that work
(49:50) The ‘no asshole’ rule
(52:32) The pitfalls of holacracy and an explanation of ‘stagegate’
(57:18) Why founders sometimes need to step back after scaling
(1:01:09) Advice for founders who want to stay CEOs and operate in founder mode
(1:04:40) The importance of ‘torchbearers’ and resisting pressures for short-term gains
(1:08:30) A case for doing things the right way, even if you don’t have to
(1:11:05) How corruption eventually degrades an organization
(1:18:03) Lightning round
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You can find episode references at https://www.ericriesshow.com/
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Production and marketing by Pen Name.
Eric may be an investor in the companies discussed.
The Eric Ries Show 
