Download - Field forces. The workflow
Change of force fields.
Dr. José Alberto Santos
CREATOR OF FORCHING
AND RETCAMBIO
Organic systems, such as the
company: They born
They grow
They develop
They come into conflict
They renew themselves
Remain
They die
What is the change?
The modification of a state, condition
or concern in the new fact
The passage of a break, obstacle or
impasse towards its solution
But not all change is improved;
Although any improvement begin with the change in mind
The analysis of the force field,
together with the scenario
planning are two methods
adopted by the Retcambio
What is Retcambio?
A challenge to the obvious realities
through advanced integrative change
A commitment with a new beginning
Preparation
Kaizen
Timing
Miracles
Advanced integrative transformation
Porpuse
Illustrate the relative pros and cons of a solution or occurrence.
Represent pros and cons as restrictive or motivating forces.
Porpuse
Help develop a strategy that corrects a solution to take these forces into account.
Use a convergent technique.
Procedures
All possible
restrictive
forces are
represented
by arrows
whose extent
depends on
the relative
strength of the
force they
represent.
PROCEURES
All possible
motivating forces
are represented
by arrows whose
extent depends on
the relative
intensity of the
forces they
represent.
Each member of
the circle identifies
as many of these
forces as possible.
The group
discusses these
forces.
Making an
order, the group
reaches a
consensus on
the extensions
depends on the
relative strength
of the forces
they represent.
Analysis of restrictive forces.
List all the forces that in your opinion are currently restricting or hampering the stability of your company.
OF THE EXTERNAL AND INTERNAL ENVIRONMENT_____________________________________________________________
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Driving forces.
List the most important driving forces that you think are intervening to maintain or increase job stability in your company.
OF THE EXTERNAL AND INTERNAL ENVIRONMENT__________________________________________________________________
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Diagram forces Mark with an X in the Diagram that follows the
constraining and driving forces that you have identified, in doing so, locate those forces in the scale of 1 to 5 that appears in the diagram, having as the highest point of thrust or importance in the Nº. 5 EXTERNAL INTERNAL
PUSH GRADE
5
4
3
2
1
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
RESTRICTIVE FORCES DRIVE FORCES.
F19
F18
F17 F16
F13
F14
F15
F20
F12
F11
F19
F10
F9
F8 F7
F1
F2 F4
F5
F3
F6
10
9
7
6
5
4
3
2
-10
-9
-8
-7
-6
-5
-4
-3
-2
-1
1 SA
SD
EXTERNAL INTERNAL IMPONDERABLE
D
R
I
V
E
N
F
O
R
C
E
S
R
E
S
T
R
I
C
T
I
V
E
F
O
R
C
E
S
POSSIBILITY OF INFLUENCE AND CONTROL
Estimate the possibilities of neutralizing restraining forces and strengthening the
driving forces to improve
employment stability.
PUT IN THE BOXES THE NUMBER OF FORCES
“A”
HIGHT
“M”
MEDIUM
“B”
LOW
“I”
IMPONDERABLE
RESTRICTIVES DRIVEN
Based on the
diagram, the
group can
begin to
make a list
of strategies
that take
these forces
into
account.
BASIC STRATEGY.
The analysis of the force field demonstrates the presence of driving forces and restrictive forces. The four constraining forces are grouped together and form a force with organizational capacity and potential to create levels of significant instability.
The strategy of this set of forces is to induce a "Domino" effect focused on indicating VARIABE X as RESTRICTIVE
ACTION PROGRAMS TO REDUCE THE RESTRICTIVE FORCES
No. RESTRICTIVE
FORCES
DESCRIPTION
ACTIONS RESPONSABLE
OF ACTION
AND
COORDINATOR
PROGRESS
a) TO WHOM
b) Frecuency
ACTION PROGRAMS TO INTRODUCE OR
AMPLIFYING THE DRIVING FORCES
No. DRIVING FORCES
DESCRIPTION
ACTIONS RESPONSABLE PROGRESS
a) TO WHOM
b) Frecuency
BASIC STRATEGY.
Based on the considerations raised in the analysis of the force field, three possible courses of action are opened.
Wait.
To confront
Consensus, open spaces and promote economic activity and social welfare.
Reduce
Restrictive forces
Expand drive forces
Move along
CONCLUSIONS IN CASE OF BUSINESS CONFLICT
The analysis of the force field is allowed to establish the role of the different or different actors, in relation to the desired state, with which the strategy establishes axes and key areas that will facilitate to reach the expected situation.
The action plan, deriving from this dynamic, establishes a set of tasks to be carried out in the immediate, short and medium term; Which imposes the need for involvement, continuity and feedback until achieving sustainable changes and stability between communities and business.
The analysis of the restrictive forces allows to determine a grouping of forces with a "Domino effect", trying to sweep with those forces that are in its path.
CONCLUSIONS IN BUSINESS CONFLICT
The analysis of the driving forces lead us to focus on the "showcase" effect, transforming the problem into opportunity and allowing it to speak for itself, thereby eliminating the Domino effect.
It is anticipated that the changes in the scenario will impact more than words, prejudices or vested interests so that the future of this type of project will be viable.
The "showcase" effect, will promote in the communities surrounding the plant improvements in their conditions and quality of life, having access to condensed water suitable for agricultural development and agro-industrial projects that will translate into potential economic development in the micro region.
The action plan, as in the opening of a game of chess, will leave the driving forces of a condition internally strengthened and externally functional, which will achieve the objective that motivated this project.
ADVANCED INTEGRATIVE
CHANGE
THE ENERVATION OF ORGANIZATIONAL ENERGY AND THE
DECISIONAL TOXEMIA ARE UNBALANCED AND EXPOSE THE BUSINESS POSSIBILITIES
ADVANCED INTEGRATIVE CHANGE IS EXPENSIVE, BUT POSTERING OR IGNORING IT, MAKES IMPROVISATION HAVE HIGHER PRICE
PREPARATION IS THE VITAL CHANGE FOR ANY ORGANIZATION
THE CHANGE SHOULD NOT BE REMOVED, BECAUSE IN HIM, THE CURE COMES
CREATING CRISIS, IS LOOKING TO ACCELERATE THE CURE, WHEN THE ORGANIZATION IS BECOMING CONTAMINATED