Robert I. Sutton is an organizational psychologist and best-selling author of eight books. He studies leadership, innovation, organizational change, and workplace dynamics. Sutton has published over 200 articles, chapters, and case studies in scholarly and applied outlets. His main focus over the past decade is on scaling and leading at scale—how to grow organizations, spread good things (and remove bad things) in teams and organizations, and enhance performance, innovation, and well-being given the distinct challenges in big organizations. Sutton has published eight books and two edited volumes. These include (with Jeffrey Pfeffer) is The Knowing-Doing Gap (Harvard Business School Press, 2000), selected by Jack Covert and Todd Sattersten as one of the best 100 business books of all time. Weird Ideas That Work (The Free Press, 2002), selected by the Harvard Business Review as one of the best ten business books of the year. Sutton and Jeffrey Pfeffer then published Hard Facts, Dangerous Half-Truths, and Total Nonsense (Harvard Business School Press, 2006), selected by Toronto’s Globe and Mail as the top management book of 2006 and by Strategy+Business (in 2011) as one of the best 10 books in the last decade. The No A*****e Rule (Business Plus, 2007), is a New York Times, Wall Street Journal, and and Businessweek bestseller—and been translated into more than 20 languages and sold over 900,000 copies. Good Boss, Bad Boss (Business Plus, 2010) is a New York Times and Wall Street Journal bestseller. In 2014, Sutton and Huggy Rao published Scaling-Up Excellence, a Wall Street Journal bestseller that was selected as one of the best business books of the year by Amazon, Financial Times, Inc., The Globe and Mail, and Library Journal. The A*****e Survival Guide (HMH, 2017) was selected as book of the month by the Financial Times, and featured in outlets including The Washington Post, The Globe and Mail, The Guardian, New York Magazine, and Vox. Sutton’s latest book (with Huggy Rao) is The Friction Project (St. Martins, 2024). This book unpacks insights from their seven-year learning adventure where Sutton and Rao used academic research, case studies, classes and workshops, and ongoing dialog with scholars, executives, and innovators to learn how smart organizations make the right things easier and the wrong things harder and do it without driving employees and customers crazy.