Fuel and Friction: Facilitating Progress by Removing Barriers
Created by Chris Cushing
Imagine this: it’s the 1950s, and a revolutionary product hits the shelves—instant cake mix. All you had to do was add water, pop the batter in the oven, and voilà, dessert was served. Simple, convenient, and undeniably genius. Yet, it flopped. Why?
The problem wasn’t the product’s quality or convenience. It was something much more subtle—friction. Baking, at the time, was a labor of love, a process that represented care and effort. Powdered eggs felt like a shortcut that diminished the act of baking itself. It wasn’t until manufacturers tweaked the instructions to require home bakers to add fresh eggs—a small change—that sales soared. Suddenly, people felt like they were contributing their personal touch, and their resistance evaporated.
Anything that drives people toward action—the spark of interest, a strong case, or an incentive—is fuel. What’s more often overlooked is friction, those unseen forces that silently hold people back. Understanding both fuel and friction is key to overcoming barriers and facilitating change, whether you’re trying to sell a new product, pitch an idea, or drive innovation at work.
The invisible weight of friction
Sometimes, friction is hiding in plain sight. Take the simple act of buying a new sofa. You might find a couch that’s perfect in every way—price, comfort, size—but hesitate to make the purchase. Why? It’s not because you don’t want it. It might be because you don’t know what to do with your old sofa. That single unresolved obstacle can be enough to stop a decision in its tracks.
Or consider women who need the safety of shelters but don’t go because they can't bring their pets. The real hurdle isn’t desire or need—it’s the painful trade-off being forced upon them.
Loran Nordgren, an organizational psychologist, believes these invisible obstacles are often more powerful than we imagine. When we try to win people over to an idea, product, or cause, our instinct is to push harder—to add more fuel, like a stronger argument or bigger discount. But in reality, the more effective approach is to focus on identifying and removing the friction slowing people down.
Ask better questions to overcome barriers
Here’s the thing about friction—it’s not always obvious. Sometimes, you have to dig a little deeper to uncover it. That’s where asking the right kinds of questions comes in.
There are different levels of questioning, and each serves a purpose. Consultative questions help guide people toward clarity or a solution. For example, “What’s stopping us from moving forward with this idea?” Constructive and coaching questions go a step further, encouraging deep thought and reflection, like asking, “What would happen if we approached this differently?”
Edgar Schein calls the approach “humble inquiry.” These are pure questions fueled by curiosity and the desire to understand. They’re not asked to lead or to make a point, but to invite an honest and open conversation. “What matters most to you about this choice?” or “Why do you think this hasn’t worked yet?” By approaching people with thoughtful and non-judgmental questions, you can uncover both the obvious and hidden reasons for their resistance.
Practical tips to leverage fuel and friction
Here’s how you can put these ideas into action in your everyday life or work:
Search for friction first. Before you double down on convincing someone, take a step back and ask, “What’s holding them back?” Look for both the obvious and subtle barriers. Is it cost, convenience, fear of change, fear of risk, or something else entirely? For example, if your team isn’t adopting a new tool, maybe it isn’t a matter of unwillingness but a lack of training or time to learn it.
Experiment with small changes. Sometimes, a tiny tweak can remove major friction. Just like the eggs in cake mix, think about small ways you can make an idea or product feel more approachable or personal.
Use questions to uncover roadblocks. Ask thoughtful, open-ended questions to understand the root of someone’s hesitation. Start by listening more than you talk—sometimes, people reveal friction they aren’t aware of themselves.
Add fuel wisely. Fuel isn’t just about having a great pitch. It’s about matching the right motivator to the right person. Once you’ve reduced friction, think about what will drive someone to take action. Is it a clearer benefit, a financial incentive, or simply a compelling argument?
Shift to a mindset of collaboration. When approaching challenges, invite others into the problem-solving process. Together, you’re more likely to identify barriers and create solutions that work for everyone.
Fuel and friction are a powerful lens for understanding human behavior. Whether you’re spearheading a project or trying to bring up an idea at work, focusing on removing obstacles can be the key to effecting change. The next time you face resistance, don’t just push harder. Instead, consider: What’s the friction here? You might be surprised at how small shifts inspire big changes.