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FRICTION with Bob SuttonEpisodes
Episodes of FRICTION
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In the final episode of season two, Stanford Professor Bob Sutton and producer Rachel Julkowski look for signs of hope in and lessons gleaned from our friction-filled world. We can’t fix every messy, frustrating organization overnight, but we c
Too much friction drives you crazy, but too little leaves you adrift. In this episode, Stanford Professor Bob Sutton and Hayagreeva Rao, professor in the Stanford Graduate School of Business and coauthor of Scaling Up Excellence, discuss their
The temperature is higher and things move faster, but restaurant kitchens aren’t so different from any other workplace—you’ve got egos, stress, and the constant pressure to deliver. In this episode, Craig and Annie Stoll, husband and wife owner
The modern workplace is killing people and no one cares. That’s the sobering conclusion of Jeffrey Pfeffer’s new book "Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It." In th
Rules get an unfairly bad rap. In this episode, Stanford Engineering Professor Kathleen Eisenhardt, author of Simple Rules: How to Thrive in a Complex World, and Stanford Professor Bob Sutton discuss the virtues of structure and guidelines. As
You don’t need as many ideas as you think you do. In this episode, Stanford Professor Bob Sutton and Henning Piezunka, assistant professor at the European Institute of Business Administration (INSEAD), debunk brainstorming myths and talk about
Can you dampen friction in the bureaucracy-laden, ego-filled halls of the United States government? Yes-- you can, says Jennifer Anastasoff. As head of people for the United States Digital Service (USDS), a non-partisan tech group in the federa
Many companies likes to think they’re practicing design thinking, but most of them are wrong. Sam Yen, former Chief Design Officer of SAP and now Managing Director at JP Morgan Chase & Company, speaks with Stanford Professor Bob Sutton about ho
If your stunt coordinator falls asleep in an important meeting, you can expect trouble later, says Hollywood executive producer Sheri Singer. In this episode, Singer and Stanford Professor Bob Sutton talk about the value of worry in the workpla
To create a culture of innovation inside a large organization, leaders need to help their organizations become bimodal, says Michael Arena, chief talent officer at General Motors and author of Adaptive Space: How GM and other Companies are Disr
When companies get big, they stop innovating. In this episode, Eric Ries, author of The Lean Startup, talks with Stanford Professor Bob Sutton about ways to fight back against the sluggishness of scale. If you really want employees to come up w
The best leaders cultivate empathy, patience and an awareness of their own vulnerabilities, says Nancy F. Koehn, a historian at the Harvard Business School. She’s the author of Forged in Crisis: The Power of Courageous Leadership in Turbulent T
Stanford Engineering Professor Bob Sutton is back at it to find the causes and cures for dysfunctional organizational friction. Part organizational design, part therapy, season two of the FRICTION podcast dives into stories of trailblazers who
For our wrap-up of FRICTION, Stanford Engineering’s Bob Sutton returns to the premise of the podcast - work doesn’t have to suck - and shares his top five takeaways from all the lively and frequently raw discussions he’s had over the summer wit
At the end of our live recording of the final FRICTION episode, which you should listen to first, Stanford University business Professor Hayagreeva “Huggy” Rao took to the stage and shared some closing thoughts on podcast host Bob Sutton’s rauc
For our final full episode, Stanford Engineering’s Bob Sutton sits down with Kim Scott, author of the New York Times bestseller “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity.” Before a live audience in San Francisco, they dis
Professor DeCelles studies settings that are rife with friction, frustration, and fatigue. In this episode, Stanford Engineering’s Bob Sutton interviews the University of Toronto’s Katy DeCelles about how people deal with the constraints and st
We could all use a little structure — in our lives and, yes, at work (maybe they’re one and the same). The projects we work on get more complex by the day, whether it's the technology, timezones or that sudden call from the school nurse. In thi
When we’re at work, we recognize them instantly. But what type of asshole are they? Are they just a stunted playground bully, or perhaps the dreaded petty tyrant? Stanford Engineering Professor Bob Sutton, author of the forthcoming “The Asshole
As kids, it worked every time: Out of sheer greed, you claim the last Oreo by licking it and grossing out all your friends. As adults, it’s your colleague who tells everyone he plans to work on something just so no one else does - halting produ
They look and smell alike, but there is a difference between the two types of messiness in the workplace. That difference is intention. In this episode, Stanford management expert Bob Sutton discusses how organizations achieve a balance between
In order to understand how friction helps and harms work, Stanford’s Bob Sutton, author of the forthcoming “Asshole Survival Guide,” interviews management expert Michael Dearing, a former senior vice president at eBay who has done corporate str
Startups may want to downplay the free food, beer and haircuts and start hiring and treating workers like the adults they need to thrive long term, according to acclaimed leadership consultant Patty McCord. In this episode, the former chief tal
Friction is the force that stands in the way of getting things done, and it’s everywhere because we work in an increasingly complex and collaborative world. But before we can eliminate this costly drag on our time, we must first call out the en
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