2. TEAM 3

3. Kurt Lewin [1890 - 1947]
Kurt Lewin was an
American psychologist
and having contributed
to science group
dynamics & action
research, but perhaps
he is being well known
for developing force
field analysis

4. LEWIN’S THREE-STEP MODEL OF LEWIN
ORGANIZATIONAL CHANGE
 Driving Forces
 Restraining Forces
 Equilibrium

5. WHAT IS A FORCE-FIELD ANALYSIS?
Force-field analysis is a problem-solving tool
that is used to identify the reasons (“forces”) that
support two positions to a question and the
strength of each force.

6. R
e
D Cost
s
r Customers want
t
i new product
Plan: r
v a
i Disruption
i
n Upgrade
Improve speed of n
g
production &
factory with i
output. new n
Environmental
f manufacturing impact of new g
o technologies.
machines
r f
c Maintenance cost
o
e increasing.
Staff frightened of r
new technologies.
c
e

7.  Force Field Analysis is a technique for explaining forces that will
drive and resist a change.
 It portrays driving forces and restraining forces that affect a
central question or problem.
 A force field diagram can be used to compare any kind of
opposites, actions and consequences, different points of view, and
so on to set the stage for making change possible.

8.  Changes will not occur when the driving forces and restraining
forces are equal, or the restraining forces are stronger than the
driving forces. For change to be possible, the driving forces must
overcome the restraining forces.

9. Field Force Process is …
 Unfreezing--melting away resistance
 Change--departure from the status quo
 Refreezing--change becomes routine
WHY TO USE?
Force-field analysis focuses our attention on ways of reducing
the hindering forces and encouraging the positive ones.

10. . How is a force-field analysis conducted?
The following steps are followed to conduct a force-field analysis:
1.State the question that is to be answered. Make sure that all
participants agree on how the question is posed. It needs to be
worded so that there are only two acceptable responses.
2.Use a flip chart or a blackboard and label one side of the paper
or board as one of the acceptable responses, in this case “Yes,”
and label the other side as the other acceptable response, in this
case “No.” See sample chart.

11. Should ABC establish an office in Singapore?
Yes No
High demand
Too far from Japan Travel costs too great
Stable economy Too much investment
Lack of competition No employees are culturally aware
College graduates available to work for Japan can cover
ABC
Dictatorship
Business plan shows high potential
profit

12. 4.Once the team can provide no new information to the
brainstorming session, the items provided should be reviewed
for clarification, duplication, and so on. Items should be
reworded, if necessary, for clarification.
5.The next step is to identify how strong a force each item is.
There are many ways to do this. One simple way is to treat each
item with a five-point Likert scale. The facilitator may handle
this process in the following manner:

13. “if you believe that the statement I read is a very strong
argument for establishing an office in Singapore, hold
up five fingers. If you believe that is a very weak
argument for the position, hold up only one finger.
How strong an argument do you think „High demand‟
is?”
The facilitator will then do a quick scan of the group and
count the participants‟ responses. This number is then written
on the chart. See sample chart on the following page

14. Conducting a Force-Field Analysis (continued)
Yes No
High demand No existing customers
Too far from Japan Travel costs too great
Stable economy Too much investment
Lack of competition No employees are culturally aware
College graduates available to work Japan can cover
for ABC
Dictatorship
Business plan shows high potential
profit

15. 6. Items that are perceived to be low in interest should be
eliminated from the chart. In the sample chart above, items
with a 1 or 2 would be removed. See sample chart below.
Should ABC establish an Yes No
office in Singapore?
5 High demand 5 Too much investment
3 Too far from Japan 5 Japan can cover
4 Stable economy 3 Dictatorship
5 Business plan shows
high potential profit

16. 7. Given the arguments that remain, participants would try
to decide the question.
Current
Driving forces Restraining forces
situation

17. R
e
D The commercial
market for GPS
Cannot meet
s
competitor price
r technology was still
t
i
young
Current
Interdepartmental
r
v situation : a
issues
i strong r &d Running i
n losses due to n
Late entry & presence
g of strong competitors i
continuous lack of in commercial
innovation
concentration market,
n
f g
o in commercial
Quality Environmental
r management market impact of new f
c technologies.
o
e r
good reputation
Union problems c
e

18. Recommended Solutions
1.AD-HOC
2.Construction of semi-permanent cross functional teams with real decision making
power .
3.Back on track
4. focus on r &D -approach
5.Capitalize on the available human capital in the company.
6.Tackling with the forces on the priority basis,.
7.Strengthen the already positive forces

19. • Brings into the open factors which will work for and against the
closing of a gap
• Identified by a needs analysis.
• Helps to recognize circumstances which can and cannot be
changed.
• Provides a means to analyze ways to minimize or eliminate
barriers to goal attainment.

20. • Process is subjective and requires collaborative
thinking and agreement
• Concerning forces for and against the solution to a
particular problem.
• May oversimplify the relationships between factors
that impact a problem.
• All aspects of a problem may not be identified.

21. Conclusion:
This tool has a long history and still maintains
its utility despite its apparent simplicity. Use it
when your team is blocked in some way or you
need to see the wider picture in a change
program. It is an essential tool in the armory of
a consultant and despite its simplicity is a
profound way of looking at an organization