Lewin’s Force Field Analysis

Linen's Force Field Analysis Force Field Analysis is a model which shows a current level of a business in which it is affected by driving forces which are positive and encourages development of a plan and also restraining forces which are negative and hinder the development of a plan. In other words, to ensure that a decision is well made, the positivist of the driving forces has to exceed the negativity of the restraining forces. [pick] * Driving forces meaner forces that are positive, logic and reasonable.

* Restraining forces meaner forces that are negative, illogical and unreasonable.In this concept, both forces are equally significant in making sure a decision or should be executed. Both of them must be taken account to see what would happen if the business faces change or how it reacts to the business environment through change. To make a change successful, priority should be placed upon reducing the restraining forces rather than increasing the driving forces.

This is because it is longer lasting for weaknesses to reappear, whereas strengths may disappear in an instant. Hence, restraining forces should always be looked into first to ensure the success of a change.For example, if a company only puts attention towards the benefits a change will bring, but neglect that some employees may want to use their current method of working, the change will be meaningless. Instead, the mindsets of the employees have to be changed first in order for the change to occur. So it does not increase the development of a change at all if the restraining forces were to be neglected. The aim of force field analysis is to investigate the balance of the pros and cons that are created from the implementation of a plan or decision.

Besides, it is to show the obstacles that hinder a plan so that a company can plan on how they can reduce these challenges. Lastly, it helps to estimate the amount of time and resources that are required to complete a change. Linen's Change Management Mod In this model, Kurt Lenin has proposed of the 3 important stages that are referring to unfreeze, change and refreeze. Nowadays, none of the company runs a business without going through changes regardless of the age, size or the industry. The world is changing very quickly so do the business world.

All the businesses need to make changes very frequently to adapt to the world as well. For those companies whom can't make changes to adapt to the world which are changing very fast will face a lot of problems and may struggle to maintain their business. Unfreeze This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue.Read also

com/malcolm-xs-learning-to-read-analysisa-score-of-7-2978/">Malcolm X “Learning to Read” AnalysisThis is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike: These show that things have to change in a way that everyone can understand. To prepare the organization successfully, you need to start at its core - you need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storey; unless this is done, the whole alluding may risk collapse.This first part of the change process is usually the most difficult and stressful. When you start cutting down the "way things are done", you put everyone and everything off balance.

You may evoke strong reactions in people, and that's exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you won't get the buy-in and participation necessary to effect any meaningful change.ANZA: does Linen's Force Field analysis at this stage INSERT THE OTHER FILE HERE Change After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them.

Not everyone will fall in line Just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach.ANZA: The first step was a three day workshop on personal transformation which ANZA ran in 2001 for its top 50 executives.

Feedback was overwhelmingly positive, with some participants commenting that the workshop prompted life-changing experiences. Its success prompted ANZA to roll out the Breakout workshop to another 1 ,oho employees in the first year and then 5,000 in the next year. Open communication ANZA encourages a culture of open and honest communication where employees feel comfortable raising issues with their line managers. There are many ways for our employees to contribute to our business.We conduct regular employee surveys and our company intranet provides channels for employee feedback including a CEO Chat site and bureaucracy blobs.

In 2005 and 2006 we invested $50 million in learning and development in Australia and New Zealand. Some of Ann.'s learning initiatives include: The 'My Development' program, an online tool, which helps managers and individuals to have planning and performance management conversations. The Management Essentials Program which is designed for people managers and provides essential capability development or first time people managers. ? The Accelerated Learning Laboratory - a Joint initiative between the Australian Graduate School of Management, ANZA and other leading companies designed to fastback development of competences, such as critical thinking skills and collaboration.

- Managers that affected ANZA badly were identified and removed. Better managers were hired to replace them...

. Refreeze When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are stable organization chart, consistent Job descriptions, and so on.The refreeze stage also needs to help people and the organization internalize or institutionalize the changes.

This meaner making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important.Without it, employees get caught in a transition trap where they aren't sure how things should be done, so nothing ever gets done to full capacity.

In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you haven't allowed the most recent changes to sink in? Change will be perceived as change for change's sake, and the motivation required to implement new changes simply won't be there. ANZA: Give rewards to employees that have good performance...