Science tells us that energy travels where it is easiest to go, and business consultant Robert Fritz borrows from this concept to provide a concrete methodology that managers can put to use immediately to develop their own paths of least resistance toward success.
Fritz incorporates four crucial activities -- new methods are studied, spread, and adopted; being smart is rewarded; cooperation rather than competition is practiced; and fairness is the standard operating principle -- into a comprehensive guide to the structural laws that govern all organizations. He prescribes a direct approach to redesigning an organization's structure to allow positive practices to follow the paths of least resistance.
Fritz is the founder of a field called "structural consulting" and has worked extensively with Peter Senge, himself known for his theories on "the learning organization." Fritz is also the author of Corporate Tides (1996), in which he explained the "laws of organizational structure." He calls this new book an updated, redesigned, and rewritten next-generation version of Corporate Tides. He explains that organizational structure may impede organizational learning, that achievement in one part of an organization may not be replicated because of organizational barriers. Moreover, he shows that success in one department of an organization may actually lead to difficulties or problems in another; Fritz calls this phenomenon structural oscillation. He explains the key principles of structural tension and structural conflict. He also provides examples that demonstrate why best efforts do not always result in success and suggests ways to redesign organizations so that they can succeed. David Rouse
Review
The Path of Least Resistance for Managersis down-to-earth and inspiring. It introduces fundamental ideas and tools that can truly make a difference in how an organization functions, while simultaneously encouraging our deepest aspirations. It, like Fritz himself, embodies the simple truth that all creating occurs where principle meets practice. -- Peter Senge, author of The Fifth Discipline
For the organization desiring to collegially create and collaboratively implement its goals, this is the book! Fritz's disciplined clarity in creating and managing structural tension is guaranteed to bring life giving results to your organization! -- Fr. Paul Wicker, Holy Apostles Catholic Church, Colorado Springs, CO
Through The Path of Least Resistance for Managers, Robert Fritz gives managers a tool through which they can create, direct and maintain (positive) change with a minimum of the usual personal and organizational disruptions one often associates with it. -- Garrison Krause, Executive Producer and Host, LeaderTalk, PBS The Business Channel
Robert Jordan Fritz (born 1943 in Cambridge, Massachusetts) is an author, composer, filmmaker, and management consultant. He is known for his development of "structural dynamics," the study of how structural relationships impact behavior from individuals to organizations. His book The Path of Least Resistance and subsequent books develop the theory and application of structural dynamics and the creative process.
BIOGRAPHY Robert Fritz studied music composition and theater at the Boston Conservatory of Music where he earned a BM and MM in composition. He also studied on scholarship at the Darmstädter Ferienkurse, Germany. He studied cinematography at Maine Media Workshops formerly Rockport Workshops. In the late 1970s, Peter Senge, Fritz, David Peter Stroh and Charles F. Kiefer founded Innovation Associates, a management consulting firm. Fritz's study of music composition along with his close contact with Senge's work in system dynamics, became a major influence for his exploration of the relationship of structure to behavior. His books on structural dynamics are based on his pioneering work with Blue Shield of California, La France, Harvard Vanguard, IBM China, and Ortynsky Automotive among others.
Structural dynamics has been used extensively in corporations, education, and third-world development. The Uganda Rural Development and Training Programme adopted this visionary approach as its fundamental operating principle. In 2009, URDT won recognition for its programmes from the Bill & Melinda Gates Foundation for Changemakers "Cultivating Innovation: Solutions for Rural Communities". Fritz has worked with the Swedish governmental agency Vinnova. He has consulted with the US Department of Defense Special Ops on issues of terrorism, and has also introduced his work to the US Air Force and Department of Transportation. The Managerial Moment of Truth (co-authored by Bruce Bodaken) was chosen as one of BusinessWeek best books of 2006, and Harvard Business Review placed it on their executive reading list.
Structural dynamics has also been used in public school systems as chronicled in School Leaders Building Capacity from Within (Corwin Press) by Leonard C. Burello, Lauren P Hoffman, and Lynn E. Murray. In his book, Schools That Learn: A Fifth Discipline Fieldbook for Educators, Peter Senge features Fritz's structural approach as well.
Fritz has created two separate careers, one as a consultant and the other one as composer and filmmaker. As a composer, Fritz has won commissions from groups such as Collage and Dutch Radio. He has composed music for film, TV, and theater, as well as CDs. Two of his arrangements appear on Celtic Ladies, which topped Billboard Magazine (2007-2008 World Music).
Fritz has made documentaries for government, industry, and television, has written and directed three feature-length films, has directed and co-hosted Creating (a TV series made for a Canadian network), and directed episodes of the PBS series LeaderTalk with Garrison Krause, for which he also composed the theme music. Fritz wrote and directed the TV series Vermont Stories. He created the multi-media work She Was A Dancer for the Brattleboro Museum and Art Center. Overload, a narrative feature film written and directed by Fritz has won nine awards including an Indie Spirit Award in Recognition of Distinguished Accomplishment from The Boston International Film Festival, a Merit Award from the Los Angeles Cinema Festival of Hollywood, and Fritz won Best Screenplay and Best Original Score in the made for television category from the Los Angeles Movie Awards.
WORK: ---Structural dynamics--- Structural dynamics is the study of how structural constructs lead to predictable behavioral patterns, otherwise known as macrostructural patterns, the long-range patterns that reoccur in a person's life. Two basic patterns can be observed: oscillating and advancing. These two predictable patterns occur in quite specific and unique ways; and in each instance the same steps and the same sequence can be observed in every aspect of personal and professional life. The oscillating pattern emerges when a person, team, or organization takes action to accomplish a goal; and after achieving the desired result a reversal occurs. Examples illustrating this sequence include the business success that eventually leads to a financial loss, the great love that ends with a break-up, the successful project that turns into an undesirable predicament. In contrast, the advancing pattern creates momentum when outcomes are achieved, and accomplishment builds a platform for future success.
---Tension-resolution systems--- Underlying structures cause these behavioral patterns. The basic structural unit is the "tension-resolution system". In musical composition, harmonic tension behaves as a structural dynamic when it seeks resolution. Similar tension-resolution systems appear in behavioral macrostructural patterns. In the oscillating pattern, opposing tension-resolution systems dominate, and "non-equilibrium" occurs when the desired outcome is achieved. Structurally, the opposing tension resolution system remains and resolving it requires moving away from the achievement. In the advancing pattern, a single tension-resolution system dominates, and equilibrium occurs by achieving the desired outcome, the structural point at which the desired state and the actual state are equal. From these observations, this principle was developed: the underlying structure of anything determines its behavior. Without a change of underlying structure, change efforts fail, and the original behavior patterns reoccur. This explains why many sound change efforts fail within organizations. Organizational oscillating patterns occur when building up capacity, then downsizing, then building up capacity again; or centralizing decision making, de-centralizing decision making, and then centralizing it again; or focusing on long-term growth, then refocusing on short-term demands, and later refocusing on long-term growth again. When an underlying organizational structure leads to oscillation and remains unchanged, the structure rejects any change effort in a similar way that a body rejects an implanted organ. Conversely when a change of underlying structure designed to support advancement occurs, any subsequent change effort increases the likelihood of success and sustainability.
---The creative process--- Fritz developed his ideas about the creative process from the arts rather than psychology, making a distinction between the creative process and creativity. Creativity usually focuses on idea generation and comes from suspending the norm. However, Fritz argues that to advocate withholding critical judgment in favor of free association, brainstorming, or other systems in an effort to bypass the usual thought processes will not guarantee successful creativity or accomplishment of the goal. In the arts a consummate professional must produce consistent quality outcomes and meet rigid deadlines. Rather than freeing the mind, an artist focuses the mind, often by using structural tension--the relationship between two related data points. With repeated application and refinement what was once the unusual then becomes the usual. A desired outcome or goal, the first data point is contrasted with its relational current reality, the second data point. As the creative process begins, a difference exists between the desired state and the actual state, and this difference creates a useful tension. The composed tension is not psychological nor is it associated with stress, anxiety, or pressure. Rather it is structural. Clarity about the desired outcome and the actual situation, establishes a structural tendency that moves the structure toward tension resolution; and strongly motivates the best actions to achieve the desired outcome. The actions may be conventional. But often inadequate resources limit the conventional means to accomplish goals. Therefore, invention and innovation emerge naturally bringing forth new ways to accomplish goals. Fritz argues against glorifying inspiration. Professionals can create irrespective of their circumstances. Ideas about structure and the creative process fundamentally underscore Fritz's observations that like other structures, the mind seeks equilibrium. By nature, the mind desires a state of equilibrium and attempts to create order out of disorder. Fritz advocates using the mind to compose a structured state of non-equilibrium (structural tension) in order to originate new ideas. The mind then generates structurally relevant ideas which do not emerge using usual thought processes.
---Problem-solving vs. creating--- Fritz argues for a distinction between problem-solving and creating. Problem-solving is taking actions to have something go away: the problem. While problem-solving has its place, as a persistent approach, it limits accomplishment. The elimination of a problem does not mean that the desired result can be created. As distinguished, solving a problem does not by design lead to a creation. Creating is taking action to bring into being that which does not yet exist: the desired outcome.
FILM AWARDS ---Overload--- * Boston International Film Festival - Indie Spirit Special Recognition Award * Los Angeles Reel Film Festival Honorable Mention * Honolulu Film Festival Aloha Accolade Award for Excellence in Filmmaking * Los Angeles Cinema Festival of Hollywood Award of Merit for Narrative Feature * Accolade Competition Award of Merit * Los Angeles Movie Awards Award of Excellence (television), Best Original Score, Best Screenplay, Best Actress (for Katherine Partington)
This review is from: The Path of Least Resistance for Managers (Paperback)
In the Foreword, Peter Senge notes Fritz's distinction between "structural tension" which enables an organization to succeed and "structural conflict" which causes an organization to "oscillate" rather than advance. Both Senge and Fritz insist that it is possible to design organizations to succeed. That is to say, to design a structure which moves an organization "in the directions [its] members seek." Such movement is explained by three scientific facts: energy moves along the path of least resistance, the underlying structure of anything will determine its path of least resistance, and it is possible to determine the path of least resistance by creating new structures.
The implications of these three scientific facts are even more important when we acknowledge that external forces and circumstances can so quickly (and unexpectedly) require an organization to change its direction. Competitors can substantially increase resistance with an advertising blitz, initiating a price war, introducing a hot new product, etc. Internal forces and circumstances (eg a workers' strike, loss of key executives, litigation caused by defective products) can also require an organization to change its direction.
It is insufficient merely to design an appropriate structure. The organization must also make certain that everyone involved understands that structure and, especially, understands what is expected of them to ensure that structure's effectiveness. In a "total learning organization", moreover, everyone involved is prepared to help make whatever modifications may be necessary.
Fritz does a brilliant job of explaining HOW to achieve all of these objectives. The material is organized within a framework provided by what he calls "The Nine Laws of Organizational Structure." At the end of each chapter, he includes a "Quick Review" of key points. If you share my high regard for this book, I suggest that you also read his earlier work, The Path of Least Resistance, as well as Senge's The Fifth Discipline and The Dance of Change.
Help other customers find the most helpful reviews
This review is from: The Path of Least Resistance for Managers (Paperback)
"When organizations understand the laws and principles of structure and how these create their paths of least resistances, they can rethink, reinvent, and redesign themselves. They can reach new heights of accomplishment and greatness that had not been within their reach in the past. From our knowledge of structure and how it works, we can begin anew (from the Epilogue p.217)."
'The Path of Least Resistance for Managers' is a next generation of its predecessor, 'Corporate Tides'. Throughout this current study, R. Fritz discusses the nine laws of organizational structure :
1. Organizations either oscillate or advance.
2. In organizations that oscillate, success is neutralized. In organizations that advance, success succeeds.
3. If the organization's structure remains unchanged, the organization's behavior will revert to its previous behavior.
4. A change of structure leads to a change of the organization's behavior.
5. When structural tension dominates an organization, the organization will advance.
6. When structural conflicts dominate an organization, oscillation will result.
7. An inadequate organizational structure cannot be fixed. But you can move from an inadequate structure to a suitable structure.
8. When a senior organizing principle is absent, the organization will oscillate. When a senior organizing principle is dominant, the organization will advance.
9. The values that dominate an organization will displace other competing, lesser values.
As written by Peter Senge, "The Path of Least Resistance for Managers is not the last word on structure. It is probably more like the first word. But, for many people concerned with building organizations that are more capable and more exciting, it is a great starting point."
I highly recommend.
Help other customers find the most helpful reviews
This review is from: The Path of Least Resistance for Managers (Paperback)
Although intended for the world of business, this book should be basic reading for any physician responsible for helping people with asthma design their long term system of care. Using this concept, one begins at the end: the Vision. Done with the physician, it becomes a vision they share. Made explicit and detailed, it becomes real...not just words. Next, the patient's baseline(current reality) asthma care process is made explicit and detailed in relation to each part of the Vision. Then, together, patient and physician design a path of actions that will enable the patient to move from baseline(current reality) to vision. This is done in a manner that enables each step to reinforce and invite each next step. My enchantment with this system in the care of patients with asthma is that not only is it a highly effective clinical tool, it goes a step beyond: it invites commitment to the care process by both the patient and physician. A committed patient working in cooperation with committed physician to design a system that will deliver desired and clearly defined goals is a formula for success. Thank you, Robert Fritz!
Help other customers find the most helpful reviews
