FORCE FIELD ANALYSIS

By:
Ralph Edmund R. Gacute
Don Jigo M. Ledda
Hargy U. Arieta
Eleonila Somera
KURT LEWIN [1890-1947]

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
LEWIN’S THREE-STEP MODEL OF LEWIN
ORGANIZATIONAL CHANGE
 Force field analysis is a management
technique developed by Kurt Lewin, a pioneer
in the field of social sciences, for diagnosing
situations.
 Lewin assumes that in any situation there are
both driving and restraining forces the
influence any that may occur:
• Driving Forces
• Restraining Forces
• Equilibrium
PURPOSE
DEFINING CONCEPT OF “FIELD”

For Kurt Lewin behaviour was

determined by totality of an individual’s
situation.
In his field theory, a ‘field’ is defined as
‘the totality of coexisting facts which are
conceived of as mutually
interdependent’.
ANALYTICAL PURPOSE
 FFA is an analysis technique to identify forces that either
drive or restrain planned change aimed at solving a problem
in an organization.
FFA can be used to:
o Identify the forces which support change as well as those
which will act against it.
o Assess the causes of performance problems or inhibitors to
business opportunities.
o Evaluate the relative strength of forces that affect alternative
solutions to performance problems or business opportunities.
o Help analyse and prioritize solutions to problems or areas
needing improvement.
FIELD FORCE PROCESS

Unfreezing - melting away resistance

Change – departure from the status quo
Refreezing – change becomes routine

Why to use? Force-field analysis focuses out attention on

ways of reducing the hindering forces and
encouraging the positive ones.
WHEN TO USE IT:
 Ithelps team members to view each case as
two sets of off setting factors. It can be used
to study existing problems, or to anticipate
and plan more effectively for implementing
change.

 In problem analysis, force-field analysis is

especially helpful in defining more subjective
issues, such as morale, management,
effectiveness, and work climate.
HOW TO USE IT?

Step1. State the problem or desired state and

make sure that all team members understand.

Step 2. Brainstorm the positive and negative

forces.

Step 3. Review and clarify each force or factor.

What is behind each factor? What works to
balance the situation?
FORCE-FIELD MODEL OF
CHANGE

Desired
State
Restraining forces

Status quo

Driving forces

Time
 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
againsts 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.
FORCE-FIELD DIAGRAM

A model built in this idea that forces- persons,

habits, customs, attittudes- both drive and restrain
change. It can be used at any level (personal,
project, organizational, network) to visualize the
forces that may work in favor and against change
initiatives. The diagram helps its user picture the
“Tug of War” between forces around a given issue.
THE FORCE FIELD ANALYSIS IS A
METHOD TO:

 Investigate the Balance of Power involved in

issue.
 Identifythe most important player & target group
for the campaign on the issue.
 Identify opponents and allies.
 Identify how to influence each target group.
EXAMPLE OF F.F.N
Customers want
new products Cost

Plan:
 Improve Upgrade factory Loss of staff
speed of with new overtime
production manufacturing
machinery

Raise the
disruption
volumes of
output
HOW TO CONDUCT
 Describe the current situation taken.
 Describe the desired situation.
 Identify where the current situation will go if no action is
taken.
 Listall the forces driving change toward the desired
situation.
 Listall the forces resisting change toward the desired
situation.
 Discuss and interrogate all of the forces: are they valid?
SKILLS REQUIRED :

1. Good listening skills.

2. The ability to capture comments and help the group
to dis-till them into an action plan that minimizes/
removes the negative forces and maximizes the
positive forces.
THE ADVANTAGES
AND LIMITATIONS
ADVANTAGES
 Bringsinto the open factors which will work for and
against the closing of a gap.
 Identified by needs analysis.
 Helpsto recognize circumstances which can and cannot
be changed.
 Provides a means to analyse ways to minimize or
eliminate barriers to goal attainment.
LIMITATIONS
 Processis subjective and requires collaborate
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.
THANK-YOU