If/Then

“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 [email protected].
Related Content:
Huggy Rao faculty profile
The Friction Project
How to become a friction fixer

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

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“I don’t see things like anybody else,” says Jonathan Berk, a professor of finance at Stanford Graduate School of Business. “And so I can see things people don't see.”
On this episode, Berk explores recent research that pushes against conventional wisdom, from questioning the utility of the debt-to-GDP ratio to asking whether regulation is actually in the best interests of the consumer.
“If you disagree with me… You have to write down a convincing theoretical model and analyze [it].”
Berk admits his unique lens doesn’t always make life easy. But on the other hand, “it confers an enormous advantage” — and he believes that organizations which are able to harness the power of unconventional thinking can gain a competitive edge.
“It’s allowed me to solve problems that other people couldn't solve,” he says.
Has seeing the world differently helped you resolve a conundrum? Tell us more at [email protected].

Related Content:
Jonathan Berk faculty profile
What If We’re Looking at the National Debt All Wrong?

Chapters:
00:00:00 The Fosbury Flop, innovation, & unconventional thinking
00:03:18 Introduction
00:04:24 Questioning conventional wisdom
00:04:57 Rethinking the debt-to-GDP ratio
00:08:21 A finance perspective on national debt
00:10:36 Why theory matters before alarm
00:12:38 Regulation, charlatans, & consumer interests
00:16:22 Licensing, certification, & competition
00:19:51 The cost of pushing back
00:21:16 Building organizations that welcome dissent
00:24:59 Conclusion

If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership.
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“When people come to view attitudes and opinions towards, say, political policies or issues as relevant to their identities, they become more extreme in their attitudes,” says Christian Wheeler, the StrataCom Professor of Management and Professor of Marketing at Stanford Graduate School of Business. “I become more positive or negative towards an issue the moment it becomes relevant to who I view myself as being.”
Wheeler’s research offers insight into our increasingly polarized politics. However, his work has also yielded ideas for bridging divisions — beginning with how we listen to each other and how we see the people we disagree with.
The moment we see someone as an individual rather than a category, we become more likely to find common ground. “Instead of viewing you as a Democrat or a Republican, I can view you as an individual,” Wheeler recommends. “Anything that humanizes you and moves you away from this simple category will help me to view you as an individual and less as just an interchangeable member of a category.”
How much do your opinions define who you are? Tell us more at [email protected].

Related Content:
Christian Wheeler faculty profile
In a Polarized World, an Open Mind Can Hurt Your Reputation
You May Not Be Who You Think You Are
Class Takeaways — How to Build Connection Through Better Listening

Chapters:
00:00:02 Tattoos, identity, & personal evolution
00:03:26 Introduction
00:03:59 Why identity matters
00:04:56 Identity relevance & its implications
00:08:03 Why openness to the other side gets punished
00:10:57 Identities vs. opinions
00:13:53 The power of individuation
00:15:53 How to break the cycle of polarization
00:19:41 Organizational applications
00:23:26 Conclusion

If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership.
See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

“Masculinity is my new frontier,” says Ashley Martin, an associate professor of organizational behavior at Stanford Graduate School of Business. Martin, whose work examines why gender plays such a central role in how we perceive and make sense of others, has been looking at how traits associated with masculinity are simultaneously organizationally rewarded even as they’re personally harmful to men.
“We spend a lot of time talking about gender inequality through the lens of women’s disadvantage,” she says. “I think that many of the problems that we’re seeing today… are actually bound up in masculinity.”
What impact do you think masculinity and femininity have on our work and our world? Tell us more at [email protected].

Related Content:
Ashley Martin faculty profile
Is that Self-Driving Car a Boy or a Girl?
Why Taking Gender Out of the Equation Is So Difficult

Chapters:
00:00 How movies shape our ideas about masculinity
04:02 Introduction
05:15 How Ashley Martin got into studying gender
05:58 When gender is removed from hiring
07:10 The “pet rock” study
10:35 The universal use of gender
13:02 Gendering objects
15:12 How masculinity affects men
18:13 The current implications of Martin’s research
20:41 What healthier models of masculinity might look like
23:47 Ashley’s next frontier: masculinity, material culture, and social problems
25:07 Conclusion

If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership.
See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Steven Callander has spent years building a mathematical framework to answer the question of how people learn from experience. “Here in Silicon Valley, the expression that you learn from failure is very widespread and very intuitive. But the question is… what do you learn? How do you optimally learn from that experience?”
In this episode, Callander, the Herbert Hoover Professor of Public and Private Management and Professor of Political Economy at Stanford Graduate School of Business, explains the hidden, deceptively simple logic of correlated learning — and it may change how you think about finding the right job, the right market, or the right strategy.
“It fascinates me and I can't stop thinking about it,” he says.
Has theory made an impact on your life? Tell us more at [email protected].

Related Content:
Steven Callander faculty profile
How to Turn Old Ideas Into Creative Solutions to Modern Problems
What We’re Still Learning from Silicon Valley’s Bank Collapse

Chapters:
00:00 Ann Miura-Ko on learning and the search for patterns in Venture capital
02:51 Introduction
05:23 What is correlated learning?
06:40 Where does this research apply in the real world?
09:28 Brownian Motion
12:45 Steven Callander’s Framework
15:25 Examples of correlated learning when seeking expert advice
20:53 Applying correlated learning
23:57 Why correlated learning research?
24:51 Conclusion

If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership.
See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.