What is a Force Field Analysis?
Force Field Analysis is a powerful decision-making tool that was originally developed by Kurt Lewin in 1951. Today, the Force Field Analysis model is still used by many organizations for supporting change processes.
The idea behind Force Field Analysis is that situations are maintained by an equilibrium between forces that drive change and others that resist change. So, for change to happen, the driving forces must be strengthened or the resisting forces weakened.
A Force Field Analysis template in GroupMap helps you to visually map and brainstorm, in real time, the driving and resisting forces around decisions to be made.
Why do a Force Field Analysis?
When you are making difficult or challenging decisions, using an effective and structured decision-making technique such as the Force Field Analysis can help to improve the quality of your decisions and increase your chances of success.
Conducting a Force Field Analysis will help you to see the bigger picture, to identify and overcome obstacles and to develop a plan which will significantly increase the likelihood of a successful outcome.
- Lewin, Kurt. 1946. “Force Field Analysis.” The 1973 Annual Handbook for Group Facilitators. 111-13.
Who Can Use a Force Field Analysis?
Anyone involved in the change implementation process or need to diagnose problems can use the Force Field Analysis. This includes but is not limited to:
- Human Resources
- C level suites / executives
- Teams, departments, sections that are focused on change management
- Change management consultants
Use the Force Field Analysis model to help with:
- Analyzing the balance of power
- Identifying the key roles involved in decision-making
- Identifying who supports and opposes change within the organization
- Exploring ways to influence those who are against change
- Deciding whether to go ahead with a proposed change or not
Force Field Analysis Template
A Force Field Analysis Template provides a visual representation of the driving forces and restraining forces for and against an initiative, a project or change proposal.
Common dimensions used for a Force Field Analysis map include:
Examples can include:
Competitive advantage, need for increased productivity, overwhelming customer request, new technologies, internal team requests, new trade or commercial restrictions and requirements, to achieve funding grants & initiatives, etc.
Questions to ask:
- Why do we need to make these changes?
- Who is requesting for this change and why?
Associated costs for change, opposition from some team members, potential unhappy customers and lost loyalty and revenue, available resources to manage change, time available to make the change/s on time, etc.
Questions to ask:
- What factors will affect us moving forward?
- Who will oppose us moving forward or making changes?
The resulting brainstorm allows for scoring to understand how important the forces are and how to address them in a further action plan or SWOT analysis.
How to Do a Force Field Analysis
Assemble a small group – between 5 – 9 people – who are directly involved in the change implementation process.
There are six general steps to completing a Force Field Analysis and the time taken will depend on the organization, the complexity of the forces, the number of people involved, amongst other things.
Assess the current situation of the organization in terms of the issue at hand.
Identify what objectives the team would like to gain from conducting this analysis.
Together with your group, discuss and list all of the driving and restraining forces.
Evaluate the influence of each force by assigning them scores on a matrix that determines their importance.
Report on the outcomes and share the results of the analysis with the rest of the team or company for good communications.
Start the session by identifying and discussing the current situation in terms of the issue at hand with the key stakeholders.
Some of the topics you can identify at this time include:
- Challenges you are facing due to the proposed change or new project or initiative;
- Reaction of the employees;
- Why the change or initiative and project is being proposed;
- What will happen if the change proposed fails to be implemented.
To make this scoping exercise easier, you can use the Anchors and Engines map to understand what is weighing down the move for change (anchors) and what are the factors that can drive or support change (engines).
Save effort, time and money with GroupMap
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