Force-field analysis
Force-field analysis is a structured technique used to evaluate complex decision-making scenarios, particularly in organizational contexts. Developed by psychologist Kurt Lewin, this approach focuses on identifying the forces that both promote and hinder change, facilitating a clearer understanding of the dynamics at play in any given situation. Users of force-field analysis typically analyze two types of factors: driving forces that encourage change, such as new business opportunities or regulatory shifts, and restraining forces that maintain the status quo, like employee resistance or outdated equipment.
The process begins with a clear definition of the problem or opportunity, followed by a description of the desired outcomes. Subsequently, users identify the driving and restraining forces influencing the situation. The culmination of this analysis allows for the development of an actionable plan aimed at enhancing driving forces, mitigating restraining forces, or transforming barriers into facilitators for change. This method is particularly valuable for organizations seeking to navigate transitions effectively and can be adapted to various contexts, promoting better decision-making and strategic planning.
Force-field analysis
Force-field analysis is a technique used to analyze complex decisions in a systematic, objective way. Force-field analysis is the process of identifying and considering the factors or forces that both compel and resist change. Although force-field analysis can be used to consider problems at the individual level, it is generally used to analyze obstacles that impact larger groups, such as corporations.
Force-field analysis is based on the work of psychologist Kurt Lewin (1890–1947). Lewin was a social scientist who mainly studied social psychology and organizational psychology. He was interested in the scientific processes involved in group behavior.
Overview
Force-field analysis is a tool used to manage organizational change, such as problems or opportunities that might arise in the course of doing business. To use force-field analysis, users carefully consider the current situation. They identify the significant pressures that drive the need for the change and those that are interfering with the change or preventing it from occurring. Once all of the factors have been identified, a plan of action can be devised. This plan might involve eliminating or adjusting certain factors while obtaining or promoting others.
The Factors
The point of force-field analysis is to identify and analyze two types of factors, or forces. Driving forces are those factors or pressures that support or promote a change. These are the pressures that are pushing for a change to occur. Restraining forces, on the other hand, are those factors that support the continuation of the status quo, or the existing state of affairs. In other words, driving forces push for change, while restraining forces resist that change.
Driving and restraining factors can be almost anything. In a large organization, commonly cited restraining factors include resistant employees, lack of skills, outdated equipment, problematic attitudes, long-standing traditions, government regulations, lack of communication channels, personal values, poor management, and so on. Driving factors include new business opportunities, regulatory changes, new management, and so on.
The Process
Users who conduct force-field analysis do so in a systematic manner that allows them to identify the forces at work and make an action plan to address them. The following steps present a suggested process.
Define the Problem
The first step in force-field analysis is to carefully define the problem at hand. Users consider a situation and determine how and why it needs to change. Sometimes the need for change has more to do with taking advantage of opportunities in the marketplace (e.g., a business may have the opportunity to expand into a different kind of market). At other times, the change is needed to fix a problem, such as an upgrade to a new computer system that will computerize work that was previously done manually.
Describe the Outcome
Once the problem or opportunity has been thoroughly defined, the user can outline the desired outcome of the process. What is the business or organization hoping to achieve? What is the desired end result of the process? This description should be as specific as possible and include measures for results where appropriate. For example, one business might measure results as a percentage of increase in sales in a quarter or year; another might look at the percentage of decrease in employee turnover over a specific period.
Identify the Driving Forces
Next, the user should consider all the factors or forces that support the change. The factors under consideration will be highly dependent on the type of organization and the desired change. Some of the common factors might include employees, customers, economic realities, future opportunities, and so on. For example, the owner of a textile factory might wish to upgrade equipment to produce a greater number of textiles more quickly, thus maximizing profits. Some of the driving forces to be considered would include profit potential, an increase in market share, ability to retain customers, ability to attract new customers, employee eagerness to learn new technologies, and so on.
Identify the Restraining Forces
On the opposite end of the spectrum are the forces that resist changes or new opportunities. These forces may be related to the driving forces or they may be other factors entirely.
Some barriers to change can include money, employee resistance, customer resistance, feelings of job insecurity, personality conflicts, a lack of skills, a lack of training, problems with communications, difficulty with the management structure, outdated equipment, and so on.
In the textile factory example, some restraining forces would include outdated equipment, a lack of space, a need for training, unskilled workers, resistance to change, fear of job loss, money or other resources spent purchasing the new items, and so on.
Develop an Action Plan
Once the driving and restraining forces have been identified, an action plan can be set into place. This action plan is often part of a larger change management strategy. Change management is a systematic process that includes specific steps and activities to execute change in a workplace. Change can occur by adding more impactful driving forces, turning a restraining force into a driving force, or eliminating a restraining force where necessary.
Bibliography
Athuraliya, Amanda. "The Ultimate Guide to Understanding the Force Field Analysis." Creately, 3 Oct. 2024, creately.com/blog/strategy-and-planning/force-field-analysis/. Accessed 25 Oct. 2024.
"Force Field Analysis." Minnesota Department of Health, 3 Oct. 2022, www.health.state.mn.us/communities/practice/resources/phqitoolbox/forcefield.html. Accessed 25 Oct. 2024.
"Force Field Analysis." University of Cambridge, www.ifm.eng.cam.ac.uk/research/dstools/force-field-analysis/. Accessed 25 Oct. 2024.
Hancock, Jonathan. "Force Field Analysis: Analyzing the Pressures for and against Change." Mind Tools, www.mindtools.com/a23ewmr/force-field-analysis. Accessed 25 Oct. 2024.