From technostress to friction-maxxing

‘Friction-maxxing’ can be a healthy counter-move to technostress: when we’re always ‘on’, the pressure to respond instantly and multitask can erode reflection, attention and even human connection. In my research, I’ve argued there’s a difference between a lightning-fast response and one that actually adds value and leaders may need to normalise boundaries and ‘work-smart’ pauses for thinking, not just constant connectivity.

It’s also not one-size-fits-all. y research, The impact of self-esteem, conscientiousness and pseudo-personality on technostress, suggests personality matters. For example, technology can benefit introverts by making connection easier, while some extroverts may find it harder to disconnect. Those with high self-esteem can buffer their techno-insecurity. Conscientious people can be more vulnerable to technostress because they feel compelled to respond to messages and emails immediately.

From that lens, adding friction is often about being intentional: what do you want to gain from the task - speed, learning, judgement, or relationship quality? Handwriting notes or reflections can support deeper processing, and writing an email from scratch can convey care and nuance in a way that strengthens connection. By contrast, overly automated communication can sometimes feel less personal or signal low effort, which may reduce engagement.

For employers, this is an opportunity. Well-placed friction can improve critical thinking, quality and relationships. But the risk is a swing from technology overload into technology avoidance. The key question is why people are friction-maxxing: in some cases it’s avoidance driven by techno-complexity and techno-uncertainty; in others it’s a deliberate choice to engage more meaningfully by reintroducing ‘high-value friction’.

The best approach isn’t ‘more friction’ or ‘less friction’, but intentional friction: use AI and tech to remove unnecessary hassle and strain, while protecting friction where it genuinely adds value; guided by clarity on what the task is for and norms that don’t pressure people to maximise efficiency at the expense of wellbeing or connection.

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