FORCE FIELD ANALYSISBY: KURT LEWIN

May the Force be with you, or against you.

Kurt Lewin wrote that "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)".

Force Field Diagram

The Kurt Lewin Change Management Model

Stage 1: Unfreezing

- This stage is about getting ready to change. It involves getting to a point of understanding that change is necessary, and getting ready to move away from our current comfort zone.

- it involves moving ourselves, or a department, or an entire business towards motivation for change.

The Kurt Lewin Change Management Model

Unfreezing and getting motivated for the change is all about weighing up the 'pro's' and 'con's' and deciding if the 'pro's' outnumber the 'con's' before you take any action.

The Kurt Lewin Change Management Model

Stage 2: Change - or Transition

- inner movement or journey we make in reaction to a change.

- occurs as we make the changes that are needed.

The Kurt Lewin Change Management Model

Stage 3: Freezing (or Refreezing)

- establishing stability once the changes have been made. The changes are accepted and become the new norm.

- supporting the desired change to make sure it continues and is not lost.

STATEGY FOR MANAGING CHANGE

Strategy for Making Changes

1.Determine A Real Need for Change2.Look for an Idea that Suits the Need3.Consider the Benefits and Costs of

Change4.Obtain Support for Change5.Change by Small Steps at a Time6. Assign an Idea Champion7.Determine any Post-Change Problems

and Treat Them

Determine A Real Need for Change

The change should focus on a real need. The need may manifest itself in terms of a problem, a challenge, or an opportunity; and it may be felt by clients, customers, employees, or managers.

Look for an Idea that Suits the Need

An idea is another way of doing things and a small task force may be formed to do research on the problem, or other managers should be consulted for idea inputs.

Consider the Benefits and Costs of Change

The benefits of change in terms of improved task performance, innovativeness, and organizational effectiveness should be balanced against the costs that such change would entail.

Obtain Support for Change

Proponents should obtain the support of the people in the organization besides themselves. The scope of support required depends on the nature and extent of change contemplated.

Change by Small Steps at a Time

It is preferable to carry out change one manageable step at a time rather than all at once.

Assign an Idea Champion

Idea Champion- people in the organization who

take it upon themselves to initiate and implement changes.

- they are mavericks who seem to be unable to accept things as they are.

- they are dreamers.- they are energetic and impatient

but above all they take actions.

Determine any Post-Change Problems and Treat Them

The problems remaining after the change should not be left unattended for people would simply revert to their old ways.