"It's a thing" is a series that highlights concepts that employers and managers use and sometimes evaluate employees with that the average employee may not be aware.
The concept is quite easy to understand and apply. For any change to occur, there are two kinds of forces at work--driving forces (DF) and resisting forces (RF) (also called restraining or hindering forces). DF are the forces that are attempting to make the change and RF are at work hindering the change.
Take a hot air balloon for example. A balloon lies empty on the ground. To get the balloon to rise in the air, hot air is put into the balloon. Since hot air is lighter, it rises taking the balloon and passengers with it. The hot air is the driving force applied to change the altitude of the balloon, but gravity is resisting the rise of the balloon. Gravity is the resisting force that must be overcome to accomplish the desired change. To get the balloon to rise, the driving forces needs to be increased. The pilot applies the burner and heats up the air in the balloon until it rises.
Kurt Lewin wrote that "an issue is held in balance by the interaction of two opposing sets of forces--those seeking to promote change [the driving forces-DF] and those attempting to maintain the status quo [resisting forces-RF]." Every organization and person experiences hindering forces. For change to occur, driving forces must increase and (if possible) resisting forces should be decreased.
On the organizational level, an organization must change or they will not be able to compete with other organizations wanting to increase their market share. On a personal level, good employees need to continually develop themselves professionally so they can reap the rewards of success. In both cases, force field analysis applies.
There is a simple process for using force field analysis.
1. Describe the current situation in terms of productivity and efficiency for an organization and productivity, efficiency, and satisfaction in the case of an employee.
2. Describe what the desired situation would look like. Quantifiable terms are the best.
3. Describe what the situation will be like if no action is taken. This important step is often overlooked.
4. List all of the forces that are already in play that moves the organization or individual forward--DF.
5. List all of the forces that are already in play that resists the organization or individual moving forward--RF.
6. Examine all forces:
a. Are they critical?
b. Are they valid?
c. Can they be changed?
7. Rate each DF and RF according to their strength from 1 to 10.
8. Determine where the change is needed and viable and where progress can occur.
9. Discuss how the change can be achieved by strengthening (or adding) driving forces and/or reduce or eliminate the restricting forces.
10. Strategize and develop a plan of action (POA) to accomplish the change. Action steps should include goals, milestones, resources, team members, and anything else required to make the change.
I use force field analysis in my coaching practice. Every change that an employee desires requires actions to accomplish them, and there are always things keeping them from accomplishing their goals. These are driving and resisting forces.
A common coaching goal is to improve workplace relationships. An employee is asked what specific and measurable goal they want to accomplish. Once they give a specific goal--for example, I want to relate better to another employee--I have them list the things they will do to relate to them better. After they are listed, they are asked what things may hinder them from accomplishing the goals. Then action steps are written down and carried out in a specified time. Work on each goal is frequently assessed to measure progress and make new goals. Using a force field method greatly increases the progress.
Force field analysis is a valuable tool for organizational and personal development.
There is a simple process for using force field analysis.
1. Describe the current situation in terms of productivity and efficiency for an organization and productivity, efficiency, and satisfaction in the case of an employee.
2. Describe what the desired situation would look like. Quantifiable terms are the best.
3. Describe what the situation will be like if no action is taken. This important step is often overlooked.
4. List all of the forces that are already in play that moves the organization or individual forward--DF.
5. List all of the forces that are already in play that resists the organization or individual moving forward--RF.
6. Examine all forces:
a. Are they critical?
b. Are they valid?
c. Can they be changed?
7. Rate each DF and RF according to their strength from 1 to 10.
8. Determine where the change is needed and viable and where progress can occur.
9. Discuss how the change can be achieved by strengthening (or adding) driving forces and/or reduce or eliminate the restricting forces.
10. Strategize and develop a plan of action (POA) to accomplish the change. Action steps should include goals, milestones, resources, team members, and anything else required to make the change.
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Great Post!
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