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Force Field
   Analysis
  Adapted from Lindsay
 Serwin, 12Manage.com,
Accel-team.com’s articles.
Force Field

   Kurt Lewin quot;An issue is held in
   balance by the interaction of two
   opposing sets of forces - those
   seeking to promote change
   (driving forces)
   and those attempting to maintain
   the status quo (restraining
   forces)quot;.

Puspal                                 2
Equilibrium
   Lewin viewed organizations as
   systems in which the present
   situation was not a static pattern.
   But a dynamic balance
   (quot;equilibriumquot;) of forces working
   in opposite directions.



Puspal                               3
Equilibrium
   Equilibrium is reached when the
   sum of the driving forces equals
   the sum of the restraining forces.
   In order for any change to occur,
   the driving forces must exceed
   the restraining forces, thus
   shifting the equilibrium.


Puspal                                  4
Example
   The management team in a large
   government department decided to
   launch a quality and customer service
   initiative.
   They were focusing on what they
   needed to do to ensure that it was
   received positively by all in the
   organization.
   In a one hour session, they developed
   the following force field analysis.
Puspal                                     5
Force Field Analysis of this
 Customer Service initiative




Puspal                          6
Original Decision: Launch and
   Train staff.
   After Force Field Analysis: More
   emphasis on middle management
   training and resources.
      - Example is taken from Lindsay
                      Serwin’s Article
Puspal                               7
Analysis Procedure
   Step 1 - Agree and define the
   current situation and the desired
   situation
   Step 2 - Focus on the forces and
   brainstorm to identify them.
   Then try to assess their relative
   strength, marking each out of ten.


Puspal                              8
Driving Forces
   Driving Forces - Forces that are
   pushing in a particular direction;
   they tend to initiate a change and
   keep it going.
   In terms of improving productivity
   in a work group, pressure from a
   supervisor, incentive earnings,
   and competition may be
   examples of driving forces.

Puspal                              9
Restraining Forces
   Restraining Forces - Forces
   acting to restrain or decrease the
   driving forces.
   Apathy, hostility, and poor
   maintenance of equipment may
   be examples of restraining forces
   against increased production.


Puspal                              10
Tip
   In most cases it is more effective
   to focus on trying to reduce the
   opposing forces rather than trying
   to strengthen the supporting
   forces sufficiently to overcome
   the opposing ones.
   If you do the latter, then the
   opposing forces seem to
   strengthen to match.

Puspal                              11
Focus on the things that you feel that
   you can and should change and devise
   a strategy and plan of action
   (communications, involvement,
   training workshops, pressure, etc.) to
   achieve that.
   Keep in mind that increasing the
   driving forces or decreasing the
   restraining forces may increase or
   decrease other forces or even create
   new ones.
Puspal                                  12
Example 2
   Consider the dilemma of the new
   manager who takes over a work group
   in which productivity is high but whose
   predecessor drained the human
   resources.
   The former manager had upset the
   equilibrium by increasing the driving
   forces (that is, being autocratic and
   keeping continual pressure on
   subordinates) and thus achieving
   increases in output in the short run.
Puspal                                   13
However, new restraining forces
   developed, such as increased hostility
   and antagonism.
   At the time of the former manager's
   departure the restraining forces were
   beginning to increase and the results
   manifested themselves in turnover,
   absenteeism, and other restraining
   forces.
   This lowered productivity shortly after
   the new manager arrived.
Puspal                                   14
Watch out !
      Any action can have an.        We should
        equal and opposite        always increase
     reaction in a force field.    driving forces
      Restraining forces can
       increase equally too!




Puspal                                              15
Now a new equilibrium at a
   significantly lower productivity is
   faced by the new manager.
   Now just assume that our new
   manager decides not to increase the
   driving forces but to reduce the
   restraining forces.
   The manager may do this by taking
   time away from the usual production
   operation and engaging in problem
   solving and training and development.
Puspal                                     16
In the short run, output will tend to be
   lowered still further.
   However, if commitment to objectives
   and technical know-how of the group
   are increased, they may become new
   driving forces in the long run.
   And also eliminate hostility and apathy
   that were restraining forces, thus
   moving the balance to a higher level of
   output.    – Example from Accel-team
   .com’s article
Puspal                                    17
Puspal   18
Kurt Lewin
   Kurt Lewin was an American
   social psychologist and having
   contributed to science group
   dynamics and action research, he
   is regarded one of the founders of
   modern psychology.
   But Lewin is perhaps best-known
   for developing Force Field
   Analysis, using Force Field
   Diagrams.
Puspal                              19
END

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Force Field Analysis

  • 1. Force Field Analysis Adapted from Lindsay Serwin, 12Manage.com, Accel-team.com’s articles.
  • 2. Force Field Kurt Lewin quot;An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)quot;. Puspal 2
  • 3. Equilibrium Lewin viewed organizations as systems in which the present situation was not a static pattern. But a dynamic balance (quot;equilibriumquot;) of forces working in opposite directions. Puspal 3
  • 4. Equilibrium Equilibrium is reached when the sum of the driving forces equals the sum of the restraining forces. In order for any change to occur, the driving forces must exceed the restraining forces, thus shifting the equilibrium. Puspal 4
  • 5. Example The management team in a large government department decided to launch a quality and customer service initiative. They were focusing on what they needed to do to ensure that it was received positively by all in the organization. In a one hour session, they developed the following force field analysis. Puspal 5
  • 6. Force Field Analysis of this Customer Service initiative Puspal 6
  • 7. Original Decision: Launch and Train staff. After Force Field Analysis: More emphasis on middle management training and resources. - Example is taken from Lindsay Serwin’s Article Puspal 7
  • 8. Analysis Procedure Step 1 - Agree and define the current situation and the desired situation Step 2 - Focus on the forces and brainstorm to identify them. Then try to assess their relative strength, marking each out of ten. Puspal 8
  • 9. Driving Forces Driving Forces - Forces that are pushing in a particular direction; they tend to initiate a change and keep it going. In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces. Puspal 9
  • 10. Restraining Forces Restraining Forces - Forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment may be examples of restraining forces against increased production. Puspal 10
  • 11. Tip In most cases it is more effective to focus on trying to reduce the opposing forces rather than trying to strengthen the supporting forces sufficiently to overcome the opposing ones. If you do the latter, then the opposing forces seem to strengthen to match. Puspal 11
  • 12. Focus on the things that you feel that you can and should change and devise a strategy and plan of action (communications, involvement, training workshops, pressure, etc.) to achieve that. Keep in mind that increasing the driving forces or decreasing the restraining forces may increase or decrease other forces or even create new ones. Puspal 12
  • 13. Example 2 Consider the dilemma of the new manager who takes over a work group in which productivity is high but whose predecessor drained the human resources. The former manager had upset the equilibrium by increasing the driving forces (that is, being autocratic and keeping continual pressure on subordinates) and thus achieving increases in output in the short run. Puspal 13
  • 14. However, new restraining forces developed, such as increased hostility and antagonism. At the time of the former manager's departure the restraining forces were beginning to increase and the results manifested themselves in turnover, absenteeism, and other restraining forces. This lowered productivity shortly after the new manager arrived. Puspal 14
  • 15. Watch out ! Any action can have an. We should equal and opposite always increase reaction in a force field. driving forces Restraining forces can increase equally too! Puspal 15
  • 16. Now a new equilibrium at a significantly lower productivity is faced by the new manager. Now just assume that our new manager decides not to increase the driving forces but to reduce the restraining forces. The manager may do this by taking time away from the usual production operation and engaging in problem solving and training and development. Puspal 16
  • 17. In the short run, output will tend to be lowered still further. However, if commitment to objectives and technical know-how of the group are increased, they may become new driving forces in the long run. And also eliminate hostility and apathy that were restraining forces, thus moving the balance to a higher level of output. – Example from Accel-team .com’s article Puspal 17
  • 18. Puspal 18
  • 19. Kurt Lewin Kurt Lewin was an American social psychologist and having contributed to science group dynamics and action research, he is regarded one of the founders of modern psychology. But Lewin is perhaps best-known for developing Force Field Analysis, using Force Field Diagrams. Puspal 19
  • 20. END