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Carrying Out a Force field Analysis DRM

1. Produce an analysis statement around the problem being analysed.

2. Produce a table as shown.
3. As shown, identify the best and worst case scenario relating to the problem statement (as shown)
4. Select which scenario to address, (Best or Worst) then list all attributes which will demonstrate you have achieved that particular scenario.
5. Completed the direct opposite scenario, i.e. the reversal of the other..
6. Rank the level of influence for each scenario which is currently being experienced, remembering that 1 = weak influence level, 5 = strong influence level. (see example)
7. Then analysing your current status with regards the problem statement, determine whether you fall into the positive, i.e. leaning towards the best scenario, or alternative
into the negative due to a tendency to lean to the worst case scenario. Ensure you record the actual condition in either positive/negative column. (see example)

The following is a sample of an analysis looking at the performance of a manufacturing centre.

Positive Negative
Best Case Scenario influe influe Worst Case Scenario
Positive Conditions Negative Conditions
Above Target Performance nce nce Below Target Performance
1 2 3 4 5 5 4 3 2 1
Effective and efficient team work in all Good team work in various No effective team work in various
areas of the process areas areas of the process
Fully confident in the departmental Lack of confidence in No confidence in departmental
leader departmental leader leader
No effective team handovers
Effective Handovers No handovers
across shifts
Higher than target %OE achieved Poor changeovers Reduces % OE
Technician/Technical Operator Reduced skills to identify
Reliance on Technicians
partnership problems
Low proactive approach by
Proactive approach Reactive approach
Controlled / Managed Tea bar periods Excessive use of tea bar No management/control
Persons at work station untill end of Going for breaks early/longer or
Leaving job/post early
shift going for early bath
100% equipment reliability Poor equipment reliability No equipment reliability
Effective/quality leadership Ineffective leadership Poor leadership
Poor mechanism for
Reliable and robust operational No mechanism in place for
operational communications
communication mechanism in place operational communications
(start/finish times)
Clearly defined vision, published and No clear vision evident or
No vision
instilled in workforce instilled in the workforce
Clear and practised strategy No clear strategy No strategy

To determine the overall effect, simply add up all the positives and subtract all the negatives. (Positives = 9, negatives = 43. Therefore overall effect = 9 – 43 = -34
strong negative influence.

Modified analysis method based on the force field method D R McLaren (27th April 2004)
Carrying Out a Force field Analysis DRM

From the analysis it is necessary to move conditions towards the best case scenario, this may be done by:
 Maximising the positive aspects.
 Minimising the negative aspects
 Add more positive aspects.
Given the shear number of negative aspects preventing the manufacturing department from delivering performance, it will be necessary to reframe the negatives as
challenges. Changing the way in which we perceive the negatives and now look at them as challenges allows us to ask, “In what way.” for example;

In what way might we improve shift handovers?

In what way might we improve on effective leadership?

Alternatively we could look at creating a new positive force to try and outweigh the negatives; the key is to work on the conditions. Maximising the strengths/positives can
give a kick start, however the real focus for long term performance improvements is by addressing the negatives.

Modified analysis method based on the force field method D R McLaren (27th April 2004)