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Small obstacles dramatically reduce behavior; small enablers dramatically increase it.
Friction isn't just theory—it's a practical framework for better decisions. This page explains how it works and how to apply it.
To do more of something, reduce friction. To do less, increase friction.
The power of Friction comes from its ability to compress complexity. A good mental model acts like a lens—it brings the important features into focus.
Keep your guitar out to play more; delete social apps from your phone to scroll less.
This model is most useful when you're stuck. If your current approach isn't working, Friction often reveals the hidden constraint.
Over-applying: Not every problem benefits from this model. Match the tool to the situation.
Under-applying: People learn the model but don't practice it. Application takes repetition.
Misunderstanding the principle: Surface-level understanding leads to poor execution. Study the examples.
Ignoring context: The same model works differently in different domains. Adapt accordingly.
Identify a current decision you're facing. Write down the assumptions you're making. Challenge each one.
Look at a past failure. Apply Friction retroactively—would it have changed the outcome?
Teach the model to someone else. If you can't explain it simply, you don't understand it well enough.
Set a reminder to apply this model once per week for the next month. Track the results.
Friction often pairs well with other Productivity models. Combining frameworks multiplies their power.
Mental models require specific cognitive traits to execute. Do you have the Discipline for this?
Small obstacles dramatically reduce behavior; small enablers dramatically increase it.
To do more of something, reduce friction. To do less, increase friction.
Keep your guitar out to play more; delete social apps from your phone to scroll less.
Use Friction when facing complex decisions in the productivity domain, when conventional approaches aren't working, or when you need a structured framework for analysis.
Friction is used by strategic thinkers, business leaders, and anyone who needs to make high-stakes decisions under uncertainty. It's particularly popular in investing, startups, and engineering.
Yes. Mental models are learnable skills, not innate talents. The key is deliberate practice—actively applying the model to real decisions, not just reading about it.