To fight the isolating frustration of administrative sludge, create a social event called "Admin Night." Friends gather to work on their individual bureaucratic tasks together, turning a draining chore into a shared, motivating, and supportive experience.
Companies intentionally create friction ("sludge")—like long waits and complex processes—not from incompetence, but to discourage customers from pursuing claims or services they are entitled to. This is the insidious counterpart to behavioral "nudge" theory.
The frustrating techniques common in modern customer service—creating needless complexity and slowing down processes—are nearly identical to the "simple sabotage" tactics promoted by the US government for citizens in Nazi-occupied Europe to disrupt enemy operations.
The common frustration of a dropped customer service call is often not an accident. Call center agents are measured on "average handle time" and are penalized if calls are too long, incentivizing them to hang up on complex calls to avoid punishment.
Sludge is profitable in the short term. With CEO tenures shorter than ever and compensation tied to quarterly stock performance, executives are incentivized to cut customer service costs now, even if it harms long-term customer relationships and brand loyalty.
Leaders don't explicitly order "bad service." They demand aggressive cost reductions, which trickles down and leads lower-level managers to implement sludgy tactics to meet targets. As George Carlin said, "you don't need a formal conspiracy when interests align."