Friction in our systems—such as lengthy forms, complex websites, excessive documentation, and unclear communication—wastes time, deters access, and exacerbates inequality. We all want our government and workplaces to actually work, and our lives to be easier. A behavioral approach to reducing friction can help us get there.

Fifteen years of honing our approach has yielded an evidence-informed, people-centric framework that is responsive to the varied contexts and communities in which we operate. So what does this look like?