Examples of behavioral friction
Behavioral friction occurs, for example, in the following situations:
Complex processes and forms
Constant need for permissions and approvals
Incompatible systems
Inefficient collaboration
Contradictory or unclear instructions
Friction is often unintentional – it happens automatically and is reinforced when routines aren’t actively examined. When behavioral friction is not identified and addressed, it begins to erode workflow efficiency, learning opportunities, and overall well-being.
The impact of behavioral friction on organizations
Organizational development relies on people being able to share their observations, pass on what they’ve learned, and participate in collective thinking. When this doesn’t happen, both individuals and teams become stagnant. Behavioral friction prevents the connections and encounters necessary to break through this stagnation.
Research shows that when friction is high, people spend more time just trying to cope rather than building together (Sunstein & Thaler, 2022; OECD, 2023). Tacit knowledge and trust-based learning in organizations suffer particularly.
Dismantling behavioral friction
One of the most effective ways to identify friction is through collective reflection. When teams and the organization as a whole are given space and time to openly examine their practices, many sources of friction surface naturally. In reflection, people can articulate the slowdowns, inconsistencies, or frustrating system features they experience in daily work.
Reflection also strengthens friction-reducing forces—effective human collaboration. It fosters experiences that lubricate operations—appreciation, trust, and safety. Collective pauses make it possible not just to tolerate or avoid friction, but to confront and transform it. Reflection can be part of weekly meetings, retrospectives, development discussions, or separate feedback sessions. The key is to make it a continuous and valued part of organizational culture.
The role of leaders and technology in removing friction
Leaders play a central role in reducing friction. They can create an atmosphere where problems can be raised without fear. According to PwC, commitment from top leadership is essential for change to occur (PwC, 2023).
Technology can also support friction reduction: for example, automated forms, clear process descriptions, and intuitive tools make daily work easier. But without cultural change, technology alone is not enough. Genuine listening, continuous feedback, and a willingness to learn are needed. Here, collective reflection serves as the link between culture and action: it makes friction visible and enables its dismantling through shared understanding.
Subject matter by Ville Ojanen
(Leading Psychologist at Academy of Brain)
Ville Ojanen is a psychologist with a doctorate in cognitive neuroscience. His passion is understanding and influencing the human behavior. Ville combines an exceptionally broad and in-depth understanding of behavioral and neurosciences with practical experience in developing individuals, teams and communities.
He has worked as a clinical neuropsychologist, as an HR professional in Nokia and for fifteen years as an organizational psychologist, coach and keynote speaker. Ville is a serial entrepreneur and the co-founder of Academy of Brain Ltd. He has served in the behavioral science advisor team of the Finnish Prime minister´s office since 2020, currently as a steering group member.
“Change the mind, change the world”
