Planned Change Roadmap

Why Change?
Determining the Gap
Describing the Current State
Defining the Desired Future State
Contracting
Appointing
Change Agent
Diagnosis
Identifying the Issue
Force-Field Analysis
Giving Feedback
Goal-setting
Identifying Change
Interventions

Evaluating and
Revising
Taking Action
Mgt. of Transition
Diagnosis for change and Force-field
Analysis
Lewin viewed change as the outcome of a
struggle between driving forces and
restraining forces.
The driving forces push the organization
toward change, while the restraining forces
push against change.
The actual change that emerges is a
consequence of the interaction of these two
sets of forces.

So when attempting to make a change or
improvement, it is important to consider how
to enhance the forces for change and
moderate the forces for maintaining the status
quo.
Identification, listing, discussion and analysis
of these forces is done through a technique
called Force Field Analysis (FFA).


FFA is used in diverse fields ranging from
organisational change to self-development.
It helps look at the big picture by analyzing all of
the forces impacting the change and weighing
the pros and cons in the change equation.
Examples of forces to consider during FFA
Competition
Economic Factors
Political Factors
Available Resources
Traditions
Vested interests
Introduction of new technology
Organizational structures
Bureaucratic rigidity
Organizational inertia
Relationships
Social or organizational trends
Attitudes of people and
changing values within the work
force

Union Pressures
Distrust and fear of change
Conflicting objectives
Complacency
Organizational crisis
Increasing rate of change in the
environment
Govt. legislation
Lowered organizational
competitiveness
Present or past practices
Institutional policies or norms
Costs



Force-field Analysis Method
Step 1

Draw a Force Field Diagram (FFD) on a paper.

Step 2
Start with a well-defined goal or change to be
implemented in the middle of the FFD.



Proposed Change
Driving Forces Constraining Forces
Upgrading

Factory

with new

manufacturing

machinery

Step 3.
1. List all the forces for the change (pros/driving
forces) in left hand side column.
2. List all the forces against the change
(cons/restraining forces) in the right hand column.
Step 3
In Lewin's mind (and in a mathematical sense) the
length of a vector is equivalent to the strength of
the vector or force.
So give each factor a score of between 1 and 5,
where 1 is low or weak and 5 is high or strong.





Proposed Change
Driving Forces Constraining Forces
Upgrading

Factory

with new

manufacturing

machinery
1. Customers want new
products
2. Improved speed of
production
3. Enhanced volume of
output
5. Maintenance costs
increasing
1. Loss of staff overtime
2. Staff frightened of new
technology
4. Positive environmental
impact of old machinery
3. High cost of the technology
4. Disruption in work

If the algebraic sum of the vectors is equal,
the organization will remain at the status
quoin other words, it will remain in
equilibrium.
If the strength of the vectors increases (on
either side), the balance point will change
until the algebraic sum of the vectors is again
equal a new status quo.
Proposed Change
Driving Forces Constraining Forces
Upgrading

Factory

with new

manufacturing

machinery
1. Customers want new products
2. Improved speed of production
3. Enhanced volume of output
5. Maintenance costs increasing
1. Loss of staff overtime
2. Staff frightened of new
technology
4. Environmental impact of old
machinery
4. High cost of the technology
5. Disruption
4
2
3
1
3
3
1
3
3
Total = 11 Total = 12
Step 4
Reduce the number/gravity of the opposing
forces and enhance the number/magnitude of
the supporting forces especially relating to
human side of change.
But, we must know that increasing one set of
vectors without decreasing the other will
increase the tension and degree of conflict in
the organization.
Furthermore, decreasing the forces against
change is preferable to applying greater
pressure.