"When an object takes flight, two opposing forces are at play. There are propelling forces that thrust the object forward, such as gunpowder or a jet engine. And then there are constraining forces that push back, like gravity and wind resistance. For a bullet, the biggest obstacle to flight is drag. That's because the faster an object moves, the more drag it encounters. The reason a bullet can fly with pinpoint precision over great distances is because it is aerodynamic, having been optimized to reduce the friction operating against it" -The Human Element.
Ever feel like Sisyphus? Making progress, creating change, & launching new ideas also experience these opposing forces. In their 2021 book,
The Human Element, Loran Nordgren & David Schonthal offer practical insights to help overcome the resistance that new ideas and efforts for change are bound to encounter.
Fuel & Friction
Fuel is anything that increases appeal. The theory goes, if you add enough value and highlight the positives, people will be compelled to say yes, alter their behavior and get on board.
On the other hand, Frictions work against the new idea or change we want to initiate. Once pointed out, they seem obvious, yet frictions often go unrecognized. Using memorable examples and in-depth explanations, the authors illustrate the four types of frictions most likely to derail an innovation and how to manage them.
Here are some key takeaways:
Inertia (Status Quo Bias, Familiarity Effect)
We stick with what we know despite its limitations. We are wired to favor the familiar so the goal is to turn the unfamiliar into the familiar.
Ask:
- Does the innovation represent a major break from the status quo?
- Have people had time to acclimate to the idea?
- Does the proposed change happen gradually or in one big step?
Acclimate the Idea
- Increase the amount of time between when people learn about the idea and when they must decide.
- Repeated exposures to the idea will increase familiarity
- Try to make the change process gradual
- Remember, not every part of the process needs to be brand new
- Pay attention to the face of change - if it's someone your audience knows & likes, it increases familiarity
- Mirror the style and language of your audience
- Present an analogy that will link your new idea to something they already know
Make it Relative
- Create multiple options to turn attention away from the status quo
- Add an extreme option - this makes the other options look more reasonable
- Use an inferior option as a reference to help other options look better by contrast
Effort
The energy, real & perceived, needed to make change happen. We favor the path of least resistance. The greater the effort, the stronger the resistance.
Ask:
- How much physical and mental exertion is required?
- Do people know how to implement the desired behavior?
Create a Roadmap
- Show people how and when to implement your innovation
- Create if/then triggers: If/When situation X occurs, then do Y. This helps to protect against forgetfulness and establish habits.
Streamline the Behavior
Identify the friction & remove drag
- A detailed outline of ALL the steps needed to implement can help reveal hidden or seemingly insignificant friction points
- Make it easier - Remove obstacles & create shortcuts. Even removing the small frictions can produce huge results.
- Can you make it More effortful to say No?
- Can you make your innovation the default option?
Emotion
We don't see what we aren't looking for. There can be unintended negative emotions created by the change we want to make. Fear is an emotional friction that can impede progress.
Ask:
- What functional, social and emotional value does your innovation meet?
- Are you focused on the symptoms or treating its underlying cause?
Focus on WHY
NO is a symptom of friction. Disinterest may be a symptom of anxiety.
- Try the 5 Why exercise to understand the root of the symptom
- Treat the cause to relieve the symptom
- Know how your innovation meets the functional, social & emotional values
Become an Ethnographer (a person who studies & describes a particular culture or group)
People will say one thing and do another.
- Shadow your audience in their natural environment to see the world as users do and provide insight into actual behaviors.
- Understanding your audience's context can help to anticipate and divert emotional frictions.
Leave Your Bias Outside
- Are any of your biases creating an unfair influence?
- Reserve judgment of others. Use empathy to understand other's experience.
Reactants
We don't like being told what to do. Our impulse is to resist being changed.
The greater the push, the greater the resistance.
Ask:
- Does my idea threaten core beliefs?
- Does my approach pressure people to change?
- Was my audience excluded from idea creation?
Lead People to Self-Persuasion
- Ask rather than Tell
- Ask YES questions
- Create public commitment
- Co-design - Involve your audience in designing the idea & make the participation meaningful
Fuel is essential but it can be costly and too much can end up amplifying friction. Before you automatically increase your initial fuel, invest time in identifying and reducing the frictions.
