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CFO Insights: Fostering friction to accelerate performance

Published on: Mar 08, 2018

Friction can lead to better outcomes. And the right type of friction can transform individual contributions into something far larger than the sum of the parts. That’s because a group of people with conflicting perspectives has the power to envision a set of possibilities differently than any of the individuals alone, potentially leading to creation of new knowledge that could not have arisen elsewhere. Moreover, the right type of friction – defined as group members’ willingness and ability to challenge each other’s ideas and assumptions – can drive groups to reexamine assumptions, test constraints, and push boundaries. It can also force individual members to stretch their own thinking about the problem and how to approach it, in ways they would not likely get to on their own. Creating that new knowledge, however, requires workgroup members to make full use of the group’s diversity and the external resources to which it is connected. And in this issue of CFO Insights, we will discuss the process of cultivating friction and the deliberate steps CFOs and other leaders should consider to foster it.

This publication was released by our US firm.


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