Kurt Lewin's Force Field Analysis Model

According to Spector (2013) Lewin's field theory has three steps: 1) unfreezing; 2) Moving and; 3) refreezing. Unfreezing and refreezing serve as bookends to the process. Unfreezing requires members of the group to be unsatisfied with the status quo (Spector, 2013). In the case of Children's Hospital, the financial crisis and employee moral/satisfaction were at all-time lows which created the dissatisfaction with the status quo (Spector, 2013). Once a new status quo and new patterns of behavior have been implemented refreezing can occur (Spector, 2013). However, in order to get to refreezing, moving needs to occur which encourages members of the group to alter their behavior (Spector, 2013).

Reviewing school data provides information to teachers to address the areas where students are in most need. After identifying the students’ needs, teachers can identify factors that promote the students achievement and factors that prevent students from performing and reaching the standards. This force field analysis will identify the areas my students are struggling in physical education, the desire change, the factors that are driving and restraining the forces, and ways these barriers are restraining the students’ achievement.

The first part of the model has three fundamental questions. The first part is called, Aim: What are we trying to accomplish? The second part is, Measures: How will we know a change is an improvement? The third part is called, Changes: What change can we make that will result in improvement?

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

Force field analysis is a very useful decision making technique. It helps individuals to make decisions by analysing the forces for and against a change and it helps them to communicate with the reasoning behind the decision. It can be used for two purposes: to decide whether to go ahead with a change and to increase your chances of success by strengthening the forces supporting the change

Internal forces are within the organization that may impact how the company is made up, shaped, or specific rules. Structural changes, changes in technology, issues with profitability, and individual or group speculations are all forces that drive internal organizational development (Juneja, 2018). Forces externally are outside of the organization that the company has no control or say over. External forces that can drive change are economics, political forces, outside technological forces, the government, and competitive pressures (Juneja, 2018). The viability of the organization is directed by these forces due how these forces are uncontrolled. For example, when a new law or legislation comes out about health care, the organization is mandated to change practice accordingly (Salmond & Echevarria, 2017). These transformative changes drive the organization to not only become better, but uphold the standard of

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

In the article entitled “Lewin’s Theory of Planned Change as a Strategic Resource”, the author, Shirey (2013) stated that Lewin’s approach to change involves looking at the forces that are needed to diminished or strengthened in order to bring about change within an organization. Burnes and Cooke (2012) added to Shirey’s point by noting that it is important to understand the psychological forces influencing peoples’ behavior at a given point in time before change can be made. Both authors main point of agreement is that there are a number of forces that drive, restrain or balance peoples’ behavior. These authors stated that organizational change is necessary to meet consumer needs. Also, as technology changes, such as the change from the paper medical record to the EMR, health care organizations have to adopt these changes to improve patient safety. In addition, change provides a learning opportunity for employees and allows

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

This model was developed by Tom Peters and Robert Waterman (Mindtools 2012). Essentially, it aims to improve the overall performance and productivity of an organization while aligning all departments to suit the shared vision of the organization (Peters 2011). There are a number of benefits within its flexible nature and ability to look back and analyze the success of a previously implemented strategic change within the organization (Simister 2011). It is retroactive, yet it can be an important diagnostic tool in learning for future endeavors of change (Peters 2009).

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

“Competition is not only the basis of protection to the consumer, but is the incentive to progress” – Herbert Hoover. The environments that today’s firms operate in are not static. The competitive environment they are operating in is constantly changing due to the entry or exit of competitors, changing technology and the demands of consumers. In order to maintain their market share and profitability, firms must continually assess and evaluate their competitive environment. Evaluating the various market forces firms’ face, and their effect on the competitive market ensures that an organization retains a proactive stance to the competitive environment. Instead of just accepting the status quo, organizations that actively examine and analyze their environment can then make choices and develop strategies that take advantage of the competitive situation or affect it to the firm’s benefit. This proactive stance to the market allows organizations to create value and position themselves for long term success. Firms that do not remain proactive and continually scan the competitive environment run the risk of being blindsided by innovation in the environment or significant changes undertaken by the competition.

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.