WAYS FORCES CAN BE CHANGED
The component forces can be modified in the following way:
- reducing or removing forces;
- stretching or adding forces
- changing the direction of the forces.
In our example, one important force which almost necessarily requires reduction or removal is lack of skills in ways of using the methods of teacher-pupil planning. As we increase our skill in these methods, we will, in effect, be reducing or removing a restraining force like (b) from being effective at the present level.
If we come to feel that these methods are essential if we are to put into effect our philosophy of education, we have probably added a new driving force ....
When it is possible, one of the most efficient ways to get change to occur is change the direction of some of the forces....
A change in the direction of a driving force has something like a double effect-- it acts as a removal of the force in one direction, and an addition of a force in the opposite direction....
Force field Analysis http://www.ifm.eng.cam.ac.uk/dstools/represent/forcef.html
Force field analysis (Lewin 1951) is widely used in change management and can be used to help understand most change processes in organisations
In force field analysis change, is characterised as a state of imbalance between driving forces (e.g. new personnel, changing markets, new technology) and restraining forces (e.g. individuals' fear of failure, organisational inertia). To achieve change towards a goal or vision three steps are required:
- First, an organisation has to unfreeze the driving and restraining forces that hold it in a state of quasi-equilibrium.
- Second, an imbalance is introduced to the forces to enable the change to take place. This can be achieved by increasing the drivers, reducing the restraints or both .
- Third, once the change is complete the forces are brought back into quasi-equilibrium and re-frozen.
Thomas (1985) explained that although force field analysis has been used in various contexts it was rarely applied to strategy. He also suggested that force field analysis could provide new insights into the evaluation and implementation of corporate strategies. More specifically Maslen and Platts (1994) applied force field analysis to manufacturing strategy. Force field analysis is potentially a powerful technique to help an organisation realise a manufacturing vision.
Force Field Analysis
http://www.axi.ca/tca/jul2003/facilitationrole_1.shtml
What It Is
Force Filed Analysis was developed by Kurt Lewin. It is a useful tool to highlight forces that are helping or hindering change or a desired outcome.
Lewin saw organizations and situations as systems where some forces were trying to change the status quo, and some forces were trying to maintain it.
It can be used by individuals, teams, or organizations to identify those forces, and focus attention on ways of reducing the restraining or hindering forces and encouraging the positive or driving forces.
Change is more effective when restraining forces are less than the driving forces.
When To Use It
By focusing on what works for and against the current situation (or the desired state), users of this tool can study existing problems, or anticipate and plan more effectively for implementing change. It is especially useful in addressing subjective issues in change and problem situations. The tool enhances consensus building by enabling issues to get on the table, and objections and issues to be discussed and addressed.
How to Use It
Follow these steps when conducting a Force Field Analysis:
- State current situation, problem, or desired state.
- List all the forces driving change and restraining change (from the current state, or to the desired state)
- Explore each force -- are they valid, what is behind them, and can they be changed?
- Determine the strength of each force using an evaluative scale (e.g. High-Medium-Low or 1-10 with 1 being extremely weak)
- A graphical presentation of the forces and their relative strength is useful in visualizing the dynamics of the situation and what change is viable.
- Develop action plans to reduce restraining forces and increasing driving forces.
Cautionary Notes
- Neglecting to include a significant force can negatively impact the proposed course of action.
- Taking action to increase driving forces can create new or strengthen existing restraining forces.
- Attention and efforts to reduce restraining forces may result in reduced output or performance in the short-term.
Association CEOs, managers and volunteer leaders frequently facilitate sessions or meetings involving staff, volunteers, members and third parties. The intent of the Facilitation Role is to expose readers to various facilitation tools, how they work, and when they should be used. Problem Solving Model
The Force-Field Analytic Problem Solving Model was developed by Kurt Lewin in the 1940's. Since that time it has been widely used as technique for encouraging groups of people to tackle organizational issues that previously seemed too complex or too deeply rooted to approach. Community groups, governmental agencies, business teams and many other organizations have successfully applied the model to their problems.
It has been our observation that most work groups do no use a systematic strategy for solving problems. A simple model such as this one can provide a fresh and innovative approach to a perennial problem.
The Lewin Model operates as follows: http://web.ask.com/redir?u=http%3a%2f%2ftm.wc.ask.com%2fr%3ft%3dan%26s%3da%26uid%3d02A948390F8324AF3%26sid%3d1B3E4F47F76989E14%26qid%3d8133AF97EE893C47A4B05B864B8BCE60%26io%3d2%26sv%3dza5cb0d71%26o%3d0%26ask%3dForce%2bField%2bAnalysis%2bDiagram%26uip%3dacbf37db%26en%3dte%26eo%3d-100%26pt%3dLewin%2bForce%2bField%2bProblem%2bSolving%2bModel%26ac%3d6%26qs%3d2%26pg%3d1%26ep%3d1%26te_par%3d103%26te_id%3d%26u%3dhttp%3a%2f%2fwww.carillontech.com%2fForce-Field.html&bpg=http%3a%2f%2fweb.ask.com%2fweb%3fq%3dForce%2bField%2bAnalysis%2bDiagram%26o%3d0%26page%3d1&q=Force+Field+Analysis+Diagram&s=a&bu=http%3a%2f%2fwww.carillontech.com%2fForce-Field.html&qte=0&o=0&abs=Brainstorm+(without+initial+analysis)+the+...+(Quality+comes+in+Step+4.)+Use+the+Force+Field+diagram+for+recording+your+Drivers+and+Restrainers.&tit=Lewin+Force+Field+Problem+Solving+Model&bin=6bf3cce1e61e49bf10097c1ebeb41436%26s%3d3312869409&cat=wp&purl=http%3a%2f%2ftm.wc.ask.com%2fi%2fb.html%3ft%3dan%26s%3da%26uid%3d02A948390F8324AF3%26sid%3d1B3E4F47F76989E14%26qid%3d8133AF97EE893C47A4B05B864B8BCE60%26io%3d%26sv%3dza5cb0d71%26o%3d0%26ask%3dForce%2bField%2bAnalysis%2bDiagram%26uip%3dacbf37db%26en%3dbm%26eo%3d-100%26pt%3d%26ac%3d24%26qs%3d2%26pg%3d1%26u%3dhttp%3a%2f%2fmyjeeves.ask.com%2faction%2fsnip&Complete=1
In any problem situation, the existing condition (status quo) has been reached because of a number of opposing forces.
Some of these forces (Drivers) push toward a solution to the problem.
Other forces (Restrainers) inhibit improvement or solution of the problem.
When the strength of the Drivers is approximately equal to the strength of the Restrainers, a balance or status quo is apparent.
Until the relative strength of the forces is changed, the problem will continue to persist.
To apply the model to any problem, follow these steps. The times indicated represent minimum discussion times.
Step 1 - Carefully and fully specify the problem (status quo). A problem may be defined as the difference between what currently exists and what should be. (5 minutes)
Step 2 - Define your objectives. What will the situation be like when it is solved? (5 minutes)
Step 3 - torm (Brainswithout initial analysis) the Driving Forces and the Restraining Forces that contribute to the problem. (10 minutes)
Step 4 - Analyze these forces more fully. Develop a strategy for strengthening the Driving Forces under your control and weakening the Restraining Forces you can realistically do something about. (15 minutes)
Step 5 - Consider your strategy against your objectives. Will your problem solving strategy promote a change in the status quo? (5 minutes)
Example Problem;
A group of store management personnel had identified poor customer service as a critical problem to be solved. After completing Steps 1 and 2, they might brainstorm the possible Drivers and Restrainers that were contributing to the Status Quo, in the following manner.
Force Field Analysis
Force Field Analysis is a method used to get a whole view of all the forces for or against a plan so that a decision can be made which takes into account all interests. In effect this is a specialised method of weighing pros and cons.
Where a plan has been decided on, force field analysis allows you to look at all the forces for or against the plan. It helps you to plan or reduce the impact of the opposing forces, and strengthen and reinforce the supporting forces.
Carrying Out a Force Field Analysis
To carry out a force field analysis, follow the following steps:
-
List all forces for change in one column, and all forces against change in another column.
-
Assign a score to each force, from 1 (weak) to 5 (strong).
-
Draw a diagram showing the forces for and against, and the size of the forces.
Example Force Field Analysis
An example of the analysis is shown below:
Once you have carried out an analysis, you can decide on the viability of the project.
Where you have decided to carry out a project, it can help you to analyse how you can push through a project that may be in difficulty. Here you have two choices:
- To reduce the strength of the forces opposing a project
- To increase the forces pushing a project
Often the most elegant solution is the first: just trying to force change through may cause its own problems as e.g. staff can be annoyed into active opposition to a plan instead of merely not welcoming it.
If you were faced with the task of pushing through the project in the example above, the analysis might suggest a number of points:
- By training staff (increase cost by 1) fear of technology could be eliminated (reduce fear by 2)
- It would be useful to show staff that change is necessary for business survival (new force in favour, +2)
- Staff could be shown that the new machines will introduce variety and interest to their jobs (new force, +1)
- Wages could be raised to reflect new productivity (cost +1, loss of overtime -2)
- Slightly different machines with filters to eliminate pollution could be installed (environmental impact -1)
These changes swing the balance from 11:10 (against the plan), to 8:13 (in favour of the plan)
Summary
Force Field Analysis is an effective method of getting a picture of all the forces for and against a plan. It helps you to weigh the importance of these factors and asses whether a plan is worth pursuing.
Where you have decided to proceed with a plan, carrying out a Force Field Analysis helps you identify changes that might be made to improve the plan.
Purpose http://tqp.inets.com/docs/The%20Continuous%20Improvement%20Toolkit%20Software/tools/ffa.htm
Force Field Analysis allows the deeper motivations for change to be explored. It helps makes sense of the status quo and can be used to prevent or minimize conflict. It is applied in situations experiencing pressures to change. The forces driving change are identified as well as the forces restraining change. The idea is to develop strategies which build on the drivers and reduce or remove the restrainers.
Principles
All organizations tend to resist change. Understanding the status quo and the real motivations helps in facilitating change. Force Field Analysis addresses the psychology of change. Its apparent simplicity should not lead people to underestimate its usefulness. Many technically superb improvements have failed to see the light of day because of lack of attention to the less tangible issues.
Method
Guidelines
Ensure good stakeholder representation and encourage them to be as honest and as frank as possible. Identify all forces no matter how insignificant they may appear. The tool is to identify feelings and fears, not scientifically-proven issues. If one of the stakeholders feels it, it may be an important issue.
It can be useful to prioritize forces. Eighty percent of the restraining will be done by 20 percent of the restraining forces. Eighty percent of the driving will be done by 20 percent of the driving forces. Discuss the relative magnitudes of these forces and vary the arrows’ lengths or thickness accordingly.
Forces will come from both inside and outside of the organization. It is sometimes useful to distinguish between internal and external forces. Review the diagram marking internal forces with an I and external forces with an E.