Responsibility charting & Force field analysis

key activities. . differences can be brought into the open and resolved through team effort. and decision points where ambiguities exists.Responsibility charting  It is a technique for identifying functional areas. and to clarify the responsibility that each plays in relation to those activities and decisions. decisions that have to be accomplished.  The approach enables management to actively participate in the process of systematically described activities.

encourage teamwork Reduce duplication of effort Establish “consults” and “informs” resulting in better communications .Objectives  Assists natural work teams in charting roles and       responsibilities in a consistent manner Assists natural work teams with development of implementation tool kits Clarify individual / departmental roles and responsibilities Identify accountabilities Eliminate misunderstandings.

Benefits  Increase productivity through well defined accountability  Reduced scrap and rework because need specifications are     clarified Increase capacity by eliminating overlaps and redundancies Streamline organization structure by collapsing unneeded layers and placing accountability where it belongs Better trained people by involving them in workshops where fellow workers discuss all roles and functions Better planning process because of more participation of team members as a result of building communication interfaces (consult and inform) .

This person is responsible for action/implementation. Responsibility can be shared. Inform “I”  The individual(s) who needs to be informed after a decision or action is taken. Responsibility “R”  The individual(s) who actually completes the task. . Consult “C”  The individual(s) to be consulted prior to a final decision or action. Only one “A” can be assigned to a function. Includes yes or no authority and veto power. the doer. This incorporates one-way communication. The degree of responsibility is determined by the individuals with “A”.RACI Defined Accountability “A”  The individual who is ultimately responsible. This incorporates tow-way communication.

The responsibility charts are documented and reproduced to distribute to all participants and interfacing organizations.Process Steps  Introductory meetings are conducted to inform key management of the      purpose and requirements of the process. analyzed and collated into a master functions list. Decision and function lists are developed. Responsibility workshops are conducted to agree upon functions definitions and to assign codes that describe the type of participation each role will have towards each function. . The communication and reinforcement of the new role definitions are accomplished through meetings with all individuals and departments involved. Follow-up is conducted to ensure that relationships defined in the process are being adhered to and to encourage participants to live the roles. The output is a responsibility chart.

RACI Chart Example .

.  So before the change the force field is in equilibrium between forces favorable to change and those resisting it.those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)".Force field analysis  Kurt Lewin's Force Field Analysis is a powerful strategic tool used to understand what's needed for change in both corporate and personal environments.  Kurt Lewin wrote that "An issue is held in balance by the interaction of two opposing sets of forces .  What Kurt Lewin proposes is that whenever driving forces are stronger than restraining forces. the status quo or equilibrium will change.

and restraining forces that work to keep things as they are. There will always be driving forces that make change attractive to people.  Successful change is achieved by either strengthening the driving forces or weakening the restraining forces. moving towards the desired change. . and then freezing the change at the new level so that a new equilibrium exists that resists further change.  The force field analysis integrates with Lewin’s three stage theory of change as you work towards • • • unfreezing the existing equilibrium.


Or you might prefer to understand the present status quo or equilibrium. and total each side. Prioritize action steps: What action steps can you take that will achieve the greatest impact? Identify the resources you will need and decide how to implement the action steps. Brainstorm or Mind Map the Driving Forces: those that are favorable to change. from 1 (weak) to 5 (strong). Or you can leave the numbers out completely and focus holistically on the impact each has. Record these on the force field diagram. Evaluate the Driving and Restraining forces: You can do this by rating each force. Strategize: Create a strategy to strengthen the driving forces or weaken the restraining forces. or both.  Define the change you want to see: Write down the goal or vision of a future       desired state. Brainstorm or Mind Map the Restraining Forces: those that are unfavorable to. . Review the forces: Decide which of the forces have some flexibility for change or which can be influenced. Record these on a force field diagram.Steps to follow in force field analysis. or oppose change.

Thank you! .