The Path of Least Resistance for Managers (Paperback)

~ (Author), Peter M Senge (Foreword) "One of the biggest mysteries I confronted when I first started to work with organizations was why success didn't always succeed..." (more)
Key Phrases: structural tension charting, structural tension charts, master structural tension chart, Quick Review, Royal Ford, Tension Resolution Desire Growth (more...)

Editorial Reviews

From Booklist

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

See all Editorial Reviews

Product Details

• Paperback: 156 pages
• Publisher: Berrett-Koehler Publishers; 1 edition (April 1, 1999)
• Language: English
• ISBN-10: 1576750655
• ISBN-13: 978-1576750650
• Product Dimensions: 6.6 x 6.2 x 0.7 inches
• Shipping Weight: 8 ounces (View shipping rates and policies)
• Average Customer Review: 4.4 out of 5 stars  See all reviews (19 customer reviews)
• Amazon.com Sales Rank: #316,286 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

25 of 25 people found the following review helpful:

5.0 out of 5 stars Architecture for Organizational Success, May 9, 2000

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 50 REVIEWER)    (REAL NAME)

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.

18 of 19 people found the following review helpful:

5.0 out of 5 stars "It is a great starting point.", April 18, 2000

By	Turgay BUGDACIGIL (Istanbul, Turkey) - See all my reviews (TOP 1000 REVIEWER)

"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.

13 of 14 people found the following review helpful:

5.0 out of 5 stars A New Way Of Thinking For Asthma Care, November 20, 1999

By	Peter B. Boggs, M.D. ([e-mail]) (Shreveport, Louisiana) - See all my reviews

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!