Week 2 Assignment Force-Field Analysis

Describe the concept of force-field analysis and the forces that either drive or restrain the change process. Using the force-field analysis model, discuss a change initiative that you are familiar with, and define the key driving forces and key restraining forces that impact the change. 

Your paper should be three to four pages in length (excluding the title and reference pages). Your paper must be formatted according to APA style , and it must include in-text citations and references for at least two scholarly sources, in addition to the course text 

Text 

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com  Recommended Resources 

Article 

Kotter, J. P. (2012, November). Accelerate! (cover story). Harvard Business Review, 90(11), 43-58. Retrieved from the EBSCOhost database.This article takes a critical look at strategic management and the impact on organizations. The content reviews the dynamic of stale versus aggressive change management strategies.  

Multimedia 

INTELECOM. (Producer) (n.d.). Shifting gears: Managing organizational change (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://searchcenter.intelecomonline.net:80/playClipDirect.aspx?id=4870EEC7664070BBC7A04533604A03CF38.This video provides a detailed look at change and change stories. 

Grading Rubric 

Distinguished – Comprehensively describes the concept of force-field analysis and the forces that drive or restrain the change process. 

Distinguished – Comprehensively discusses a change initiative and thoroughly defines the driving and restraining forces that impact the change. 

Distinguished – Clearly and comprehensively explains the issue to be considered, delivering all relevant information necessary for a full understanding 

Distinguished – Creates meaningful correlations among experiences outside of the classroom to demonstrate an understanding of the given field of study and to broaden one’s own viewpoints

Force-Field Analysis

Force-field analysis is a popular diagnostic, developed in the mid-twentieth century by Kurt Lewin (1943; 1951). As a change diagnostic, this tool has two main purposes. First, it can be used to assess whether or not an organization is ready for a particular change initiative. Second, if readiness or receptiveness is low, force-field analysis can help to identify and prioritize the preparation or “groundwork” that may be required before implementation can begin. The analysis involves identifying the forces that are respectively driving and restraining movement toward a given set of outcomes, called the “target situation.” The “field” is usually drawn like this:

Target Situation: Develop Customer-Orientation

Driving Forces	Restraining Forces
Static sales	Difficult to recruit capable sales staff
Increasingly aggressive competition	High turnover among part-time staff
Rising number of customer complaints	Trained and capable staff are “poached”
Brand being criticized on social media	Our competitors face similar problems
New chief executive supports this move	Cost of customer relationships training

If the driving forces are overwhelming, then the change can go ahead without significant problems. If the restraining forces are overwhelming, then the change may have to be abandoned, or delayed until conditions have improved. However, if the driving and restraining forces are more or less in balance, then the analysis can be used to plan appropriate action. The extent to which the force field is balanced is a matter of judgement. Used in a group setting, this method helps to structure what can often be an untidy discussion covering a wide range of factors and differing perceptions.

Managing a balanced force field to promote movement toward the target situation involves the following considerations:

1. Increasing the driving forces can often result in an increase in the resisting forces. This means that the current equilibrium does not change, but instead is maintained with increased tension.

2. Reducing the resisting forces is preferable, as this allows movement toward the desired outcomes or target situation without increasing tension.

3. Group norms are an important force in resisting and shaping organizational change.