Change Signal Friction. Good or Bad in Change? Robert Sutton
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Jan 7, 2026 In this insightful discussion, Robert Sutton, an organizational psychologist and Stanford professor, explores the complexities of leadership and change management. He highlights how true leadership involves being a custodian of others' time, emphasizing the importance of empathy over mere efficiency. Sutton debunks the myth that all friction is detrimental, arguing that some friction fosters creativity. He also sheds light on how power can blind leaders to the challenges their teams face, urging them to engage more deeply with their organization's processes.
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Treat Time As A Shared Trust
- Act as a trustee of other people's time by making the right things easier and the wrong things harder.
- Design roles and processes to reduce wasted time and respect people's limited attention.
DMV Greeter Improved The Whole System
- A DMV greeter triaged visitors and cut one man's wait to under 20 minutes with no appointment.
- Leadership visited field offices, learned the work, and implemented practical fixes to improve service.
Friction Is A Signal Not A Fault
- Friction equals resistance and complication in organizational processes.
- Not all friction is bad; some preserves time for thinking, relationships, and quality work.
