The Friction Problem
What gets in the way of good judgment? Understanding friction in organisations and decision-making.
The Core Argument
Friction is what stands between where we are and where we want to be. It is the invisible force that slows progress, distorts judgment, and creates cost.
We have explored the Judgment Economy, Trust Infrastructure, and the Context Problem. Each of these sections reveals a different aspect of the challenge we face.
But there is a problem that runs through all of them: friction.
Friction is what gets in the way. It is the gap between intention and action. It is the obstacle that prevents good judgment from being applied. It is the cost that makes trust infrastructure difficult to build and maintain.
Understanding friction is essential to solving the problems of the Judgment Economy.
Why Friction Matters
The consequences of unchecked friction.
Slows decision-making
Friction creates delays. It makes decisions slower, more difficult, and more costly. In a fast-moving world, this is a competitive disadvantage.
Distorts judgment
Friction creates noise. It makes it harder to see what is really going on. It distorts our perception and leads to poor decisions.
Creates cost
Friction is expensive. It wastes time, energy, and resources. It is a tax on every organisation and every system.
Erodes trust
Friction undermines trust. When people experience friction, they become frustrated. They lose confidence in the system and in each other.
The Acacia perspective:
Friction is not just an inconvenience. It is a systemic problem. It is the force that prevents good judgment from being applied at scale. Understanding friction is the first step to removing it.
Types of Friction
The different forms friction takes.
Organisational friction
Bureaucracy, silos, misaligned incentives, unclear roles. The structures and processes that slow things down.
Explore →Decision friction
Lack of information, unclear authority, analysis paralysis, fear of failure. The obstacles to making good decisions.
Explore →Knowledge friction
Information silos, lost context, duplication of effort, inability to learn from the past. The obstacles to using what we know.
Explore →Coordination friction
Miscommunication, misaligned priorities, lack of shared understanding, handoff problems. The obstacles to working together.
Explore →Execution friction
Lack of resources, unclear processes, resistance to change, inability to act. The obstacles to getting things done.
Explore →Understanding friction
The challenge of seeing friction clearly. Why it is often invisible — and how to make it visible.
Explore →Key insight:
These types of friction are not separate. They interact and reinforce each other. Organisational friction creates decision friction. Decision friction creates knowledge friction. Understanding how they connect is essential to solving the problem.
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