Tools For Change: Force Field Analysis

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Recently I reviewed the Force Field Analysis technique as a method of identifying various impacts on change initiatives. It was a useful experience and very easy to use.

Taking a high-level view the forces for and against an issue can be a rather quick exercise to get a gut check about the issue, however by objectively going into detail, finding detailed instances of topics for and against an issue, the user is able to get a comprehensive view on how to approach the issue. As we see in Kurt Lewin’s model of change, there are three main stages of change, those being unfreezing, changing, and refreezing (Kanter, Stein, & Jick, 1992). This tool allows you to see what specifically you’re facing in your  efforts to un-freeze. Also as John Latham describes in his article on applying Richard Beckhard’s Change Formula, successful change implementation requires that the desire for change must out weigh the desire for stability (Latham). Combining these to thoughts you must approach the unfreezing process by encouraging change by clearly providing initiative away from the status quo. The force field analysis provides the ability to identify and call out the reasons for change so they can be used to help move the change process in the unfreezing process.

When I applied this tool to a couple issues facing my particular organization I was able to see the overwhelming value of the initiative. Specifically the question of consolidating systems or allowing them to act independently. After applying the force field analysis I was able to show how the users resistance to a new application, a force against the change, was out weighed by the ease of utilizing a single system rather than multiple, the force for change. Also I was able to infer how the cost of development (a force against) was less than the large expense of maintaining multiple disparate legacy systems (a force for change)

I actually enjoyed using this tool and will use it again. It allows you to really look at what is driving change and use that to help execute the initiative. Using the tool to call out both sides of a specific topic, say cost, allows you to objectively evaluate the cost for and the costs against the change. Also you can continue to update the analysis throughout the change so if you find for instance that the cost of the change ends up being more than anticipated resulting in a favorable cost for no change leadership can review the option of canceling the change initiative. This is a useful tool and would recommend trying it in your organizations.

Works Cited
Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The Challenge of Organizational Change. New York: Free Press.
Latham, J. (n.d.). Beckhard’s Change Formula. Retrieved 11 10, 2008, from DrJohnLatham.com: http://www.drjohnlatham.com/Beckhard.html