FEEL the FRICTION before you have to FIGHT the FIRES
What Is FRICTION in the Workplace?
FRICTION describes “performance drags” or “efficiency blockers.” It conveys the idea of process resistance that slows motion either accidentally or unnecessarily through process complexity that drains time, energy, or motivation from employees trying to get work done. Behavioural economist Dilip Soman (2019) defines it as the impedance in a process or choice that makes it harder for people to act on their intentions. In practical terms, friction includes cumbersome approvals, inconsistent communication, unclear decision rights, and repetitive reporting loops.
The purpose of this article is to mobilize middle managers in search of frictions before they become fires. This is intended to be a simple, easy to action, approach that could be attempted by anyone within an organisation and it is created to be simple and easy to implement. There are many lengthier and more intense processes, for example see Soman in the references.
Primary Sources of FRICTION — and Newer Forms
Traditional friction came from bureaucracy (e.g., excessive hierarchy or form-filling). Driven by an over focus on compliance to processes, and incremental tightening of processes.
Recent research shows newer sources emerging from modern work design:
Together, these form a friction tax on work and inhibitor to innovation — wasted time and lowered energy that erode momentum and trust.
Inadvertent Sources of Friction
Friction within organisational processes arises from two primary sources: process design and process delivery. Design friction occurs during the planning and structuring phase, where workflows, rules, or systems are constructed in ways that inadvertently add extra steps, complexity, or ambiguity. Examples include unnecessarily long approval chains, unclear ownership, or duplicative data entry embedded in the process itself. This type of friction is built into how the process is designed and affects everyone who must follow it. Often, design frictions are well-intended attempts to address risks or compliance concerns—essentially, "today’s problems are yesterday’s solutions." Over time, processes accumulate additional controls and documentation intended to prevent past mistakes or potential issues, but this layering often happens without full consideration of the broader impact. Limited time or resources to reflect on these consequences mean that what once solved a problem can now slow workflows, frustrate users, and impede efficiency.
In contrast, delivery friction emerges during the execution of the process—even those well-designed—due to inconsistent application, inadequate training, poorly coordinated teams, or ineffective communication. For example, a process may have simple steps on paper but still cause frustration if staff do not follow procedures, information is not properly shared, or last-minute changes disrupt continuity. These obstacles stem not from the process blueprint but from real-world human, technological, or organizational factors.
Together, design and delivery frictions create cumulative inefficiencies within organisations. Design frictions embed barriers at the source until processes are fundamentally reimagined, while delivery frictions turn even straightforward processes into sources of delay and dissatisfaction through mismanagement or skill gaps. Importantly, many design frictions come from good intentions, compliance mandates, or risk aversion but require periodic review to ensure they do not inadvertently create more harm than good. Effective reduction of friction demands that teams rigorously examine both the structure of processes and how they are carried out, addressing obstacles both in the blueprint and in practice to unlock smoother, more productive workflows
Identifying the Most Pervasive Frictions
Not all friction is equal; here is a simple (non-exhaustive) scorecard to help managers detect what is most damaging, not just most visible. It examines three categories:
Diagnostic Method
A quick way to find the most insidious friction is to ask: “What delays happen often enough that people just accept them?” Those normalized inefficiencies often hide the heaviest innovation costs.
3. Remedying Friction: The SUBTRACtION Principle
To clear organisational friction effectively, start small and focus on facilitation: helping rather than hindering. Use the Subtraction Rule – Remove what doesn’t add value before adding new tools or steps. Practically, this means asking, “What makes this harder than it should be?” and cutting out unnecessary approvals, forms, or duplications to streamline work
For each high‑impact/high frequency friction point ask the teams to consider : “What makes this harder than it should be? What can we subtract to FACE the Fricitons?”
Faster Accessible Cheaper Empathetic
FASTER; more responsive, on-time, prompt delivery without being rushed
ACCESSIBLE; Reflects increased ease of use, simpler, user-friendly, and inclusive
CHEAPER; Keeps a cost focus but delivers on needs
EMPATHETIC; more individually relevant, more personalised, based on real human insight
Each minor fix should lead to a measurable drop in either waiting time, effort, or miscommunication frequency; therefore reducing “costs” and increasing value.
Workplace friction—the invisible friction that clogs workflows, communication, and decision-making—is both costly and corrosive. Studies show that administrative burdens now cost U.S. employers more than $21 billion in wasted employee time and another $95 billion in lost productivity due to burnout and disengagement (Stanford University, 2020). Globally, PwC estimates this “friction tax” absorbs about 7% of GDP, draining innovation and morale as employees spend energy navigating process obstacles instead of solving meaningful problems.
Eliminating friction isn’t a compliance task—it’s an act of organisational innovation and reinvention. When teams streamline approvals, clarify accountability, and simplify daily routines, they reclaim hours of focus, reduce frustration, and release creative energy. The emotional gain is as real as the operational one: less stress, more purpose, and a sense of shared momentum. Busting friction is therefore not just a management responsibility but a moral and motivational imperative—to build workplaces where people’s time and talent truly matter, and where innovation becomes the natural outcome of systems that work for people, not against them.
Les Buckley October 2025
References
PwC (2024) — "Reducing Business Friction" (https://strategybusiness.pwc.com/reducing-business-friction-sludge/p/1)
Soman, D. et al. (2019) — “Seeing Sludge: Towards a Dashboard to Help Organizations Recognize Impedance” (https://papers.ssrn.com/sol3/Delivery.cfm/3965749.pdf?abstractid=3965749&mirid=1)
Sunstein, C. R. (2021) — "Friction: Why Americans Hate Paperwork," Big Think (https://bigthink.com/the-present/sludge-americans-paperwork-cass-sunstein/)
Podolny, M. H., Hussain, S., & Thomas, D. C. (2020) — "Reducing Administrative Burden in Organizations," Academy of Management Discoveries (https://journals.aom.org/doi/10.5465/amd.2020.0063)
Pfeffer, J. (2020) — “The Benefits of Minimal Administration” (https://jeffreypfeffer.com/wp-content/uploads/2020/10/AMD-Benefits-Pfeffer.pdf)
Stanford Graduate School of Business (2020) — “The Staggering Costs of Health Insurance Friction” (https://www.gsb.stanford.edu/insights/staggering-costs-health-insurance-sludge)
Wiley Online Library (2024) — "The Impact of Administrative Burdens on Social Workers," International Journal of Social Welfare