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Change approaches & management tools SeCtion tWo
Lewin’s three ‘rules’ in relation to force fields and change are:
1. Any increase in a ‘driving’ force results in an equal increase in ‘resisting’ forces; the equilibrium point is maintained, but under increased pressure/tension. Rephrased, for every action there is an equal and opposite reaction;
2. Consequently, effort should be made to reduce resisting forces, enabling movement toward the desired goal without increasing tension; and
3. Group norms (‘culture’) are an important force in influencing organisational change, as perceptions constitute reality i.e. what is thought to be the case will inform action
Use
The approach is used once priorities for change have been identified and agreed, using methods such as SWOT, PESTELI, 7S or the Six-box model. Its value arises from its focus on the actions required to support successful implementation of the change programme though identification of, and response to, the specific ‘resisting’ forces at play.
Strengths and limitations
The approach is particularly suited to complex ‘political’ environments and offers an analysis of the increased tension and opposition that can arise through attempts to ‘force through’ change. For the approach to work in practice requires thorough and perceptive identification of resisting forces (diagnosis), and creative ways of addressing/reducing them (action).
In relation to social care change, Force Field Analysis provides a simple framework that most people can follow. It can help to bring clarity to barriers to and supports for change, including political influences and likely responses from staff and other stakeholders.
Further reading
1. Burnes B and Cooke B (2013) Kurt Lewin’s field theory: a review and re-evaluation, International Journal of Management Reviews, 15, 4, 408–25.
2. Lewin K (1951) Field Theory in Social Science. New York: Harper-Row.
3. Self DR and Schraeder M (2008) Enhancing the success of organisational change: matching readiness strategies with sources of resistance, Leadership and Organization Development Journal, 30, 2, 167– 82.
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