000			03858cam a22004098i 4500
001			on1396808061
003			OCoLC
005			20240205140419.0
008			230911t20242024nyu e b 001 0 eng
010			_a 2023036035
040			_aDLC _beng _erda _cDLC _dYDX _dBDX _dORX _dOCLCO _dOJ4 _dOCO _dRNL _dILM _dNFG
019			_a1369678022 _a1417605599
020			_a9781250284419 _q(hardcover)
020			_a1250284414 _q(hardcover)
035			_a(OCoLC)1396808061 _z(OCoLC)1369678022 _z(OCoLC)1417605599
042			_apcc
092			_a658.403 _bS967
049			_aNFGA
100	1		_aSutton, Robert I., _eauthor. _959643
245	1	4	_aThe friction project : _bhow smart leaders make the right things easier and the wrong things harder / _cRobert I. Sutton, Huggy Rao.
250			_aFirst Edition.
264		1	_aNew York : _bSt. Martin's Press, _c2024.
264		4	_c©2024.
300			_aviii, 293 pages ; _c22 cm.
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references (pages 263-284) and index.
520			_a"Every organization is plagued by destructive friction-the forces that make it harder, more complicated, or downright impossible to get anything done. Yet some forms of friction are incredibly useful, and leaders who attempt to improve workplace efficiency often make things even worse. Drawing from seven years of hands-on research, The Friction Project by bestselling authors Robert I. Sutton and Huggy Rao teaches readers how to become "friction fixers," so that teams and organizations don't squander the zeal, damage the health, and throttle the creativity and productivity of good people-or burn through cash and other precious resources. Sutton and Rao kick off the book by unpacking how skilled friction fixers think and act like trustees of others' time. They provide friction forensics to help readers identify where to avert and repair bad organizational friction and where to maintain and inject good friction. Then their help pyramid shows how friction fixers do their work, which ranges from reframing friction troubles they can't fix right now so they feel less threatening to designing and repairing organizations. The heart of the book digs into the causes and solutions for five of the most common and damaging friction troubles: oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams. Sound familiar? Sutton and Rao are here to help. They wrap things up with lessons for leading your own friction project, including linking little things to big things; the power of civility, caring, and love for propelling designs and repairs; and embracing the mess that is an inevitable part of the process (while still trying to clean it up)"-- _cProvided by publisher.
505	0		_aPart I: Setting the stage. Introduction: Why friction is terrible and wonderful, and how you can fix it -- Our friction project -- Part II: The elements friction fixing. A trustee of others' time -- Friction forensics: The easy way or the hard way? -- How friction fixers do their work: The help pyramid -- Part III: The friction traps: Intervention points for friction fixers. Oblivious leaders: Overcoming power poisoning -- Addition sickness: Putting the subtraction mindset to work -- Broken connections: On preventing coordination snafus -- Jargon monoxide: On the drawbacks and (limited) virtues of hollow and impenetrable babble -- Fast and frenzied: When and how to apply good friction -- Part IV: The wrap-up. Your friction project.
650		0	_aIndustrial management _xDecision making.
650		0	_aProblem solving. _964787
650		0	_aLeadership. _912015
650		0	_aOrganizational change. _941048
700	1		_aRao, Huggy, _d1959- _eauthor.
994			_aC0 _bNFG
999			_c378911 _d378911