The Path of Least Resistance for Managers

This is the best book I've ever read on business strategy and organizational design. If you've ever wondered why some organizations take three steps forward and one step backward while others constantly progress step after step after step, this is the book for you. It's clear and concise with powerful ideas and practical techniques.Unlike most business books these days, this book is refreshingly fad-free, formula-free, and philosophy-free. Fritz writes in a straight forward, no nonsense manner. He doesn't seem to be "selling" anything, other than a very pragmatic approach to business design and planning. As a management consultant, I find Fritz's structural approach tremendously useful with clients. In addition to being accurate and results-oriented, it's much faster than other approaches I've used. Why waste your time or the clients' time?

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.

"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.

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!

Oliver Wendell Holmes said, "I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity." Robert Fritz, in this clear, compelling analysis of how the deep structure of an organization gives rise to successful or unsuccessful surface behaviors and results, makes the complexity of organizational design simple, accessible and understandable. He provides leaders, managers and consultants with poweful tools to design and re-design all levels of their organizations. In 25 years of project and organizational design and planning experience, I have never read a more useful, empowering book. I give it my highest recommendation.