THEORY 57

LEWIN’S FORCE FIELD ANALYSIS

Use prior knowledge of the issue to identify the forces in play that support or resist change and to develop a strategy for driving change forward.

On reading Kurt Lewin’s work on force field analysis it can appear simplistic. It is only when you apply it that you can truly appreciate how profound his idea is. His analysis involves identifying two sets of factors, those which support change (drivers) and those that oppose it (resistors). By determining the strength of each factor it is possible to ‘calculate’ whether a change is likely to be successful or not.

Change issue

Representing the strength by the thickness of the arrows or allocating a score to each will help with the analysis.

HOW TO USE IT

  • Assemble a team of around four or five people to help you identify the drivers for change and the resistors to change (see Section 5).
  • Don’t be fazed if the same issue is considered by some as a driver and by others a resistor. This will be down to individual perspective.
  • Take an A3 sheet of paper. Describe the change proposed and record this in a box – top centre of the sheet. From the bottom of the box draw a line down the middle of the page.
  • List the drivers for change in the left-hand column and the resistors to change in the right-hand column. You might use a SWOT and/or PEST analysis for this (see Theory 67).
  • Score each force. For example, assign a score of 1 (weak) to 10 (strong) to each force/resistor. For added visual effect draw horizontal arrows for each force/resistor towards the centre line (the bolder the arrow the greater the force).
  • Clearly, the score allocated to each factor is subjective. That’s why you should involve others. Debate the strength of each force/resistor and either agree a single score or take an average of the scores given by the team.
  • Add up the scores on each side of the line. A quick glance should tell you whether change is a done deal (drivers far outweigh resistors), a dead duck (resistors far outweighing drivers) or a difficult decision (little to choose between the two).
  • If it’s a close call and you still want to go ahead with the change then develop a strategy that will enable you to strengthen the forces, weaken the resistors or both.

QUESTIONS TO ASK

  • Who can help me identify the driving and resisting forces?
  • Have I selected both advocates and opponents of the change in the team?
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