The path of least resistance for managers: designing by Robert Fritz

By Robert Fritz

Science tells us that power travels the place it truly is simplest to head, and enterprise advisor Robert Fritz borrows from this idea to supply a concrete method that managers can placed to take advantage of instantly to advance their very own paths of least resistance towards success.

Fritz accommodates 4 the most important actions -- new equipment are studied, unfold, and followed; being shrewdpermanent is rewarded; cooperation instead of festival is practiced; and equity is the normal working precept -- right into a entire advisor to the structural legislation that govern all enterprises. He prescribes a right away method of remodeling an organization's constitution to permit confident practices to stick to the trails of least resistance.

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Sample text

Then I take Eve's bright red Barbie car and shoot it down the middle of the room. It usually comes to rest near the back of the room. The car moves from one place to another, and then stops. The rocking chair is a good example of a structure that produces oscillation; the car is an example of advancement. Page 19 Next I take the car and place it in the seat of the rocking chair. I move the chair forward and then let it go. The result is like what happens in many organizations. No matter how much advancement has been accomplished, the organization still oscillates.

On the other hand, structural tension characterizes those organizations that know what it means, practically, to honor vision and reality in equal measure. Such organizations do not shy away from facing difficult situations. Indeed, for them reality is an allytelling the truth anchors them in the here-and-now without weighing them down. Such organizations operate predominantly in the creative orientation (versus the reactive organization) because they see whatever happens as creating the conditions from which they must currently move in pursuit of their aspirations.

Success and progress are nullified. The reversal within the structure is an inevitable product of the progress that came before it. To demonstrate the difference between advancement and oscillation, I often use two of my daughter Eve's toys: a small Barbie car, and a doll's rocking chair. First, I push the rocking chair forward. When I take my hand off it, the chair rocks backwards. I repeat this demonstration a few times, and a predictable pattern of behavior becomes obvious. Forward motion is followed by backward motion.

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