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{"id":750,"date":"2013-03-21T15:55:20","date_gmt":"2013-03-21T15:55:20","guid":{"rendered":"http:\/\/strategyexecutioninstitute.com\/?p=750"},"modified":"2013-03-24T16:02:15","modified_gmt":"2013-03-24T16:02:15","slug":"83-organization-friction","status":"publish","type":"post","link":"https:\/\/strategyexecutioninstitute.com\/?p=750","title":{"rendered":"#83 Organization friction"},"content":{"rendered":"<div class='kindleWidget kindleLight' ><img src=\"https:\/\/strategyexecutioninstitute.com\/wp-content\/plugins\/send-to-kindle\/media\/white-25.png\" \/><span>Send to Kindle<\/span><\/div><p>Why do we have organization friction? The presence of organization friction means you cannot have &#8220;<a title=\"#60 \u201cFrictionless\u201d leadership\" href=\"http:\/\/strategyexecutioninstitute.com\/?p=513\" target=\"_blank\">frictionless<\/a>&#8221; leadership.<\/p>\n<p>There is a lot of hand wringing and angst when conflict occurs within and between teams. While there could be many reasons for this conflict, a quick diagnostic is to ask, &#8220;Are the parties moving at different speeds?&#8221;<\/p>\n<p>Whether you are moving more slowly or moving faster, frustration can be avoided by working to match the pace. of both parties. There could be many reasons: differing priorities, different values, different resource availability, different constraints, and communication gaps.<\/p>\n<p>The only reality is that you must accept that friction exists, and then work to grease the skids, patiently, with discipline, and with skill.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Why do we have organization friction? The presence of organization friction means you cannot have &#8220;frictionless&#8221; leadership. There is a lot of hand wringing and angst when conflict occurs within and between teams. While there could be many reasons for this conflict, a quick diagnostic is to ask, &#8220;Are the parties moving at [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[19,12,13,15],"tags":[],"_links":{"self":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/750"}],"collection":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=750"}],"version-history":[{"count":3,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/750\/revisions"}],"predecessor-version":[{"id":756,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/750\/revisions\/756"}],"wp:attachment":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=750"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=750"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=750"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}