In the fields of engineering, physics and physical chemistry, the flow of fluids (liquids and gases) is referred to as fluid dynamics. It’s a systemic structure that allows those working in these fields to run calculations and solve problems by taking into account the properties of the fluids such as velocity, pressure, temperature, and density. It’s the science behind things such as why and how water flows through pipes and into your kitchen sink and how motor oil gets to your car’s engine.
There are turbulent and transient (unsteady) flows which may change over time and there are steady flows where the fluid properties don’t change over time. There are also, as one can imagine, multiple sub-disciplines, for the study of things like how flows can be chemically reactive and things of that nature.
There is also a field of study that calculates the friction factor – situations when energy can be lost because of things like the roughness of a pipe wall or the viscous effects of the fluid working its way through a pipe, container, etc.
Now neither I – nor, I venture to guess – many of my readers, are physicists. The last time I worried about water flow was this past winter when we hit several consecutive nights of sustained hard freeze here in south Louisiana and had to cover our pipes.
But I do, quite often, think about both friction AND flow in the workplace.
Flow
Flow implies smooth and uninterrupted movement or progress. There’s an element of continuity with a bit of a “rhythm” to the pace. We can achieve flow in the workplace when we:
- Incorporate well-defined and streamlined processes so that work can continue with unnecessary interruptions or delays.
- Have open, clear, and regular communication that ensures employees understand both their own job and the current state of company projects or initiatives.
- Clearly define roles and responsibilities so people not only know “who does what” but also “when they do it.”
- Trust employees and provide them with the autonomy and freedom to manage their own work, make decisions, and embrace their creativity.
- Provide balanced and reasonable workloads that prevent burnout.
Friction
Friction in the workplace usually refers to obstacles or issues that prevent work from proceeding smoothly. These are the common irritants and dis-satisfiers that are far too often present in far too many workplaces. To promote flow – and remove the friction! – we should work to eliminate:
- Communication breakdowns (including misunderstandings, assumptions, or misinterpretations) which cause confusion and conflict while also impacting efficiency and morale.
- Lack of adequate resources – necessary tools, technologies, or personnel – which can create delays in work processes.
- Excessive bureaucracy – red tape or approval processes for example – which can slow down decision-making and impede progress, innovation and growth.
- Conflicting priorities, such as the misalignment of goals or deadlines between teams or departments, which not only destroys personal relationships but slows down progress.
- A negative or toxic work environment (gossip! favoritism! harassment! ugh!) makes it difficult for anyone to focus on the work at hand, and…
- Leaders who are autocratic, indecisive, or lacking in empathy.
I know. Easier said than done.
But when faced with a large-scale organizational shift and the rethinking of “how we work,” one of the first organizational culture questions to ponder is “are we enhancing the flow and reducing the friction?”
After all…when you reduce the friction you’ll immediately enhance the flow.
