forcefield analysis
Force field analysis is a useful decision-making technique. It helps you make a decision by analyzing the forces for and against a change and it helps you communicate the reasoning behind your decision.
You can use it for two purposes: to decide whether to go ahead with the change; and to increase your chances of success, by strengthening the forces supporting change and weakening those against it
A force field analysis includes the two following forces:
- Driving forces
- Restraining forces
Driving forces refer to the aspects that encourage change whereas restraining forces are aspects that resist change.
When completing a force field analysis, each driving and restraining force must be weighed on a scale of 1-5, 5 being the most significant.
The TOTAL of each opposing side must be added up and the side with the highest 'score' is the decision maker.
FFAs are very subjective however and may not fit in every situation. Not every force will be included either i.e. something may be forgotten.
Where there is equilibrium between the two sets of forces there will be no change. In order for change to occur the driving force must exceed the restraining force.
The FFA can be used to:
Forces for change include:
Internal forces for change (from within the business or organisation)
External forces for change (outside the control of the business / organisation)
You might conclude from the list of internal and external factors above that the main pressure for change in a business is usually external. A business has to be prepared to face the demands of a changing external environment.
Restraining forces (making change harder)
Despite the potential positive outcomes, change is nearly always resisted. A degree of resistance is normal since change is disruptive and stressful.
Some common reasons why change is resisted include:
Parochial self interest
Individuals are concerned with the implications for themselves; their view is often biased by their perception of a particular situation
Habit
Misunderstanding of the need for or purpose of change
Low tolerance of change
Different assessment of the situation
Economic implications
Fear of the unknown
You can use it for two purposes: to decide whether to go ahead with the change; and to increase your chances of success, by strengthening the forces supporting change and weakening those against it
A force field analysis includes the two following forces:
- Driving forces
- Restraining forces
Driving forces refer to the aspects that encourage change whereas restraining forces are aspects that resist change.
When completing a force field analysis, each driving and restraining force must be weighed on a scale of 1-5, 5 being the most significant.
The TOTAL of each opposing side must be added up and the side with the highest 'score' is the decision maker.
FFAs are very subjective however and may not fit in every situation. Not every force will be included either i.e. something may be forgotten.
Where there is equilibrium between the two sets of forces there will be no change. In order for change to occur the driving force must exceed the restraining force.
The FFA can be used to:
- Investigate the balance of power involved in an issue
- Identify the key stakeholders on the issue
- Identify opponents and allies
- Identify how to influence the target groups
Forces for change include:
Internal forces for change (from within the business or organisation)
- A general sense that the business could "do better"
- Desire to increase profitability and other performance measures
- The need to reorganise to increase efficiency and competitiveness
- Natural ageing and decline in a business (e.g. machinery, products)
- Conflict between departments
- The need for greater flexibility in organisational structures
- Concerns about ineffective communication, de-motivation or poor business relationships
External forces for change (outside the control of the business / organisation)
- Increased demands for higher quality and levels of customer service
- Uncertain economic conditions
- Greater competition
- Higher cost of inputs
- Legislation & taxes
- Political interests
- Ethics & social values
- Technological change
- Globalisation
- Scarcity of natural resources
- Changing nature and composition of the workforce
You might conclude from the list of internal and external factors above that the main pressure for change in a business is usually external. A business has to be prepared to face the demands of a changing external environment.
Restraining forces (making change harder)
Despite the potential positive outcomes, change is nearly always resisted. A degree of resistance is normal since change is disruptive and stressful.
Some common reasons why change is resisted include:
Parochial self interest
Individuals are concerned with the implications for themselves; their view is often biased by their perception of a particular situation
Habit
- Habit provides both comfort and security
- Habits are often well-established and difficult to change
Misunderstanding of the need for or purpose of change
- Communications problems
- Inadequate information
Low tolerance of change
- Sense of insecurity
Different assessment of the situation
- Disagreement over the need for change
- Disagreement over the advantages and disadvantages
Economic implications
- Employees are likely to resist change which is perceived as affecting their pay or other rewards
- Established patterns of working and reward create a vested interest in maintaining the status quo
Fear of the unknown
- Proposed changes which confront people tend to generate fear and anxiety
- Introducing new technology or working practices creates uncertainty
Force field analysis example
Force field analyses are often quite straightforward to evaluate. The key elements of an evaluation are:
1. Long term
2. Short term
3. Impact on stakeholders
4. Stakeholder conflict
5. Cost implications
Usually all of these aspects are noted as either driving or restraining forces in any force field analysis.