Force Field Analysis
Helen Strong
Force Field Analysis: Purpose
When a business is faced with making a decision that will result in operating changes, there are likely to be factors that support the change, and those that act against it. This analysis is completed systematically, and allows rational discussion to identify both positive and negative forces and to assess their impact on operational efficiencies and profitability.
Business people are also faced with the reality of changes within their environment, which influence the way in which their product is going to be consumed, or the attitudes that consumers will have about it. This in turn generates the need for the organization to anticipate or adapt to the trends that otherwise would affect their profitability. Again, a force field analysis is a useful tool to guide these discussions.
Force Field Analysis: Structure and Description
Building on the science of physics, Kurt Lewin proposed a simple, but powerful model. Lewin identified that in any situation there are forces that are seeking to promote change (so-called driving forces), and those that resist change (so-called restraining forces).
He postulated there are three essential steps to successful change: unfreezing (i.e., getting acceptance that change is necessary); transition (identifying and implementing the required changes); and finally, refreezing (stabilization after the turmoil of the disruption caused by the change).
The model allows managers to add a dimension in addition to simply listing the pros and cons of a situation. They are required to identify all the relevant factors and then rate the relative importance and strength of each. This process provides direction for the activities that need to be instigated to bring about the desired change.
Figure 19.1 Force field analysis
In the model (Figure 19.1), we have taken the example of introducing new technology, which will automate some of the administration associated with production. The factors included are examples and not comprehensive. In the real world, one would consider the nature, extent, and implications of the change envisaged; the industry; the organization; and the external environment.
Force Field Analysis: Strategic Considerations
The process allows those affected by change to participate in the decision and the opportunity to see why a change is necessary. In an open environment, they can express their reservations and suggestions to be incorporated into the changes.
Using all the people affected by the change to brainstorm the factors promoting the change, and those hindering its implementation has the potential to identify most, if not all the factors that are relevant to the situation.
It will also allow the organization to anticipate issues that could arise from implementation (or non implementation) of the proposed change.
Because managers are required to consider the risks associated with the change factors, and to find ways of mitigating their effects, the change plan will identify the resources required and include steps to minimize the effect of obstacles, if in fact the decision is confirmed to go ahead with the proposed change.
Force Field Analysis: Implementation
- The need for a change has been identified. Researchers will need, as far as possible, to verify the initial decision (look at the problem or the system change proposed and evaluate the evidence for the factors supporting the decision). The advantages and disadvantages of the change should be quantified where possible. Such techniques as cost–benefit analyses can be useful in reaching the change decision; for some good examples, see Mindtools.com (n.d. b).
- It is necessary to involve all the people and departments in the organization that will be affected by the change. At an initial meeting, the proposal and evidence will be presented so that everyone has access to the reasons for contemplating the change. This group then conducts a brainstorming session to identify the drivers and barriers for the change.
- The importance or strength of the impact of the factors is then rated (e.g., 1 for low and 5 for strong influence). At this stage, the moderator would remove from the list all the issues that cannot be controlled by management or the organization.
- This leaves a list of drivers and barriers, which should then be ranked in order of impact on the success of the project. For each factor, the group then needs to decide on what action is necessary, appointing a person from within the group to take responsibility for making sure the agreed objectives are realized. Peter Barron’s (2013) website provides some useful templates for recording and controlling the change process.
Force Field Analysis: Conclusions
A systematic approach to introducing change to an organization promotes all the change management principles advocated by specialists in this field. The principles that emerge are:
- Need for leadership
- Establish (give evidence for) a sound case for the change
- Be sensitive to individuals’ needs and issues
- Motivate ownership of the change
- All levels of the organization need to be involved
- Communication needs to be clear
- Organizational culture needs to be part of the change
- Plan for difficulties.
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