People, Process and System Friction
People friction can arise from roles, skills, workload or communication. Process friction can arise from unnecessary steps, poor sequencing, duplicate approvals or ownership gaps. System friction can arise from unavailable information, poor integration or unreliable tools.
Learn screen by screen
The complete lesson is now presented as a guided learning sequence. Move forward when you are ready, listen to each screen, and pause for practice or reflection.
Resources for this lesson
A classification tool for mixed-cause operational friction.
People, Process & System Friction Diagnostic Pack
Friction Cause Classifier — Separate people, process, system and mixed conditions so the intervention is not aimed at the wrong cause.
People, Process or System?
CASE CONTEXT
A payroll correction takes three days. One person says the payroll officer lacks skill.
DIAGNOSTIC SIGNIFICANCE
Observation finds a confusing form, unclear approval route and a system that does not surface the original transaction. The friction is mixed.
Cause classification
WORKING CONTENT
Observed friction
CONTINUED
people condition
CONTINUED
process condition
CONTINUED
system condition
CONTINUED
evidence for each
CONTINUED
upstream cause
CONTINUED
risk
CONTINUED
intervention candidate.
Avoid the single-cause trap
DOCUMENT CONTENT
If changing the employee alone would leave the confusing form and broken information flow untouched, the diagnosis is incomplete.
Apply this lesson in the workplace
Classify five friction examples and explain which conditions are primary, contributing or merely associated.
Leadership challenge
Defend why a mixed-cause diagnosis can require several coordinated interventions.
What good work looks like
The learner must show evidence for the classification rather than relying on intuition.