In many organizations, operational frictions are mistakenly attributed to hierarchy.
In reality, they rarely come from decision-making levels.
They emerge at the junctions — where two teams must cooperate, synchronize, or share information.
Reducing friction without altering hierarchy is not only possible; it is often more effective.
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Clarify responsibilities at every step of the flow
Friction appears when two teams believe they own the same task — or when neither believes they do.
Ambiguous responsibility creates grey zones where delays accumulate.
Stating clearly “who does what, with what autonomy” removes tension instantly. -
Formalize critical dependencies
A workflow is not a list of tasks; it is a chain of dependencies.
When one dependency is implicit, teams compensate by improvising — the first source of friction.
Making dependencies explicit stabilizes execution. -
Simplify information handoffs
The issue is not information itself, but how it circulates: scattered messages, lost approvals, multiple channels, contradictory instructions.
A simplified handoff reduces confusion without touching hierarchy. -
Define a minimal but regular synchronization ritual
Hierarchy does not need to change to improve fluidity.
Teams simply need a short, predictable sync cycle: status, blockers, required decisions.
Friction grows in silence, not in structure.
Reducing friction does not mean redistributing power.
It means reducing ambiguity, stabilizing interfaces, and making flows intelligible.
Hierarchy is rarely the obstacle.
The poorly defined spaces between teams are.