{"podcast":{"title":"If/Then","slug":"if-then-6755579","podcast_index_feed_id":6755579,"rss_url":"https://rss.art19.com/if-then","website_url":"https://www.gsb.stanford.edu/business-podcasts/if-then","image_url":"https://content.production.cdn.art19.com/images/28/04/2b/7b/28042b7b-1c3a-4622-a740-cf59788d9267/04b3b67f15897b5741af021d8f32df36381db23142d5237a6db356c35a7b135300a21a4ae9087e646581cfdeab76f9c1a857b0df5642736720527df359593444.jpeg","author":"Stanford GSB","episode_count":57,"summary":"How do we lead with purpose, make better decisions, and navigate an uncertain future? On If/Then , Stanford GSB faculty break down cutting-edge research on leadership, strategy, and more, exploring enduring questions and the forces reshaping business and society today, from AI to geopolitics. Hosted by senior editor Kevin Cool.","last_synced_at":"2026-07-08T16:18:37.918861+00:00","page_url":"https://stenobird.com/podcast/if-then-6755579"},"episode":{"title":"The Art of Friction","slug":"the-art-of-friction","published_at":"2026-05-20T07:00:00+00:00","page_url":"https://stenobird.com/podcast/if-then-6755579/the-art-of-friction","show_page_url":"https://stenobird.com/podcast/if-then-6755579","url":"https://op3.dev/e/tracking.swap.fm/track/zA4xtlPBvf2K1K9zesjz/mgln.ai/e/p853501/rss.art19.com/episodes/1f8e97fe-e9c4-4b8f-9cf9-bc088acd023d.mp3?rss_browser=BAhJIg90cmFuc2NyaWJyBjoGRVQ%3D--952c5701c84ad333c69d5faa668f8177091704f0","audio_url":"https://op3.dev/e/tracking.swap.fm/track/zA4xtlPBvf2K1K9zesjz/mgln.ai/e/p853501/rss.art19.com/episodes/1f8e97fe-e9c4-4b8f-9cf9-bc088acd023d.mp3?rss_browser=BAhJIg90cmFuc2NyaWJyBjoGRVQ%3D--952c5701c84ad333c69d5faa668f8177091704f0","summary":"“Friction for us has to do with obstacles,” says Hayagreeva “Huggy” Rao, a professor of organizational behavior at Stanford Graduate School of Business. “Obstacles can disable you. Obstacles can enable you.” Rao compares friction to cholesterol: Some is good, but some is bad. “Good friction actually slows you down, gets you to pause, and most of all, gets you to reflect,” he explains. “But there’s also friction that overwhelms you, exhausts you, confuses you.”   On this episode of If/Then, Rao explores how to cultivate the productive kind of friction, reduce the unhelpful kind, and manage your team’s most precious resource. “Great leaders are people who think of themselves as trustees of other people's time,” he says.  Do you have any favorite examples of good or bad friction? Share one with us at ifthenpod@stanford.edu. Related Content: Huggy Rao faculty profile  The Friction Project How to become a friction fixe r Chapters: 00:00:00 Airport baggage claim, waiting, & good friction 00:03:20 Introduction 00:03:48 What friction means in organizations 00:05:42 Where friction comes from 00:07:52 Scaling through smart subtraction 00:08:24 DropBox’s approach to meetings 00:10:45 The problem with meetings 00:13:53 What good friction looks like 00:16:56 Friction, trust, & institutional legitimacy 00:19:31 Why Huggy Rao started studying friction 00:22:20 Conclusion See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info .","meta_description":"“Friction for us has to do with obstacles,” says Hayagreeva “Huggy” Rao, a professor of organizational behavior at Stanford Graduate School of Business. “…","key_points":[],"chapters":[],"topics":[],"duration_seconds":1432,"processing_state":"not_requested","actions":[{"name":"request_transcript","method":"POST","url":"https://stenobird.com/v1/public/podcasts/if-then-6755579/episodes/the-art-of-friction/transcription-requests","description":"Idempotently request low-priority transcript generation for this episode."},{"name":"read_markdown","method":"GET","url":"https://stenobird.com/podcast/if-then-6755579/the-art-of-friction.md","description":"Read the agent-friendly Markdown representation of this episode resource."}]}}