3 modes of interaction: Value, friction, obstruction
I’ve been thinking a lot on interaction, since recently entering a new job and having to evaluate and grade masses of new information quickly.
A processing heuristic that seems to work across scales, that I’ve found useful so far, is:
- What value does it create?
- Does it add friction? If so, where and for what purpose?
- Where is the obstruction?
Most things seem to have these dimensions.
If it’s mostly value-adding stuff (especially short term – the first 90 days are all about stacking wins) – make it happen.
If it adds friction, it gets acknowledged.
If obstruction – noted, and avoided.
In a way, these almost offer responses to the positions outlined in Albert O. Hirshman’s short and elegantly scripted 1970 book, Exit, Voice and Loyalty.
Add value to “Trust” interactions. Add friction – noise, mess, deferral – to “Voice” interactions. Obstruct those operating in the “Exit” mode – whether they’re trying to break up your tribe, clan, constituency, whatever – or leave themselves.
Caveats and considerations
Does the friction add value? Sometimes. Measure twice, cut once.
Can obstruction add value? Being told you cannot do something often incites a creative frustration, the rage filled declaration of “over, under, round or through”: a hardening of the heart and mind and will.
Can the relentless creation of value create friction, or obstruction? Fundamentally, it certainly can devalue and debase itself – for instance, too much value, that is too accessible, leads to the cheapening of it.
Or – alternatively, value creates the opposite of friction: vacuum. All limit withdraws, allowing the flame to burn ever brighter – without adding more fuel. Then it goes out.
But this is the transformation game; its nature is to be a tricky, mercurial business.
And, played right, we can play anywhere.