Management of Change-Force Field Analysis & Strategy for Managing Change

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All about force field analysis and how we use it and strategies in managing change

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Management of Change-Force Field Analysis & Strategy for Managing Change

  1. 1. FORCE FIELD ANALYSIS BY: KURT LEWIN
  2. 2. May the Force be with you, or against you. Kurt Lewin wrote that "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)".
  3. 3. Force Field Diagram
  4. 4. The Kurt Lewin Change Management Model Stage 1: Unfreezing - This stage is about getting ready to change. It involves getting to a point of understanding that change is necessary, and getting ready to move away from our current comfort zone. - it involves moving ourselves, or a department, or an entire business towards motivation for change.
  5. 5. The Kurt Lewin Change Management Model Unfreezing and getting motivated for the change is all about weighing up the 'pro's' and 'con's' and deciding if the 'pro's' outnumber the 'con's' before you take any action.
  6. 6. The Kurt Lewin Change Management Model Stage 2: Change - or Transition - inner movement or journey we make in reaction to a change. - occurs as we make the changes that are needed.
  7. 7. The Kurt Lewin Change Management Model Stage 3: Freezing (or Refreezing) - establishing stability once the changes have been made. The changes are accepted and become the new norm. - supporting the desired change to make sure it continues and is not lost.
  8. 8. STATEGY FOR MANAGING CHANGE
  9. 9. Strategy for Making Changes 1.Determine A Real Need for Change 2.Look for an Idea that Suits the Need 3.Consider the Benefits and Costs of Change 4.Obtain Support for Change 5.Change by Small Steps at a Time 6. Assign an Idea Champion 7.Determine any Post-Change Problems and Treat Them
  10. 10. Determine A Real Need for Change The change should focus on a real need. The need may manifest itself in terms of a problem, a challenge, or an opportunity; and it may be felt by clients, customers, employees, or managers.
  11. 11. Look for an Idea that Suits the Need An idea is another way of doing things and a small task force may be formed to do research on the problem, or other managers should be consulted for idea inputs.
  12. 12. Consider the Benefits and Costs of Change The benefits of change in terms of improved task performance, innovativeness, and organizational effectiveness should be balanced against the costs that such change would entail.
  13. 13. Obtain Support for Change Proponents should obtain the support of the people in the organization besides themselves. The scope of support required depends on the nature and extent of change contemplated.
  14. 14. Change by Small Steps at a Time It is preferable to carry out change one manageable step at a time rather than all at once.
  15. 15. Assign an Idea Champion Idea Champion - people in the organization who take it upon themselves to initiate and implement changes. - they are mavericks who seem to be unable to accept things as they are. - they are dreamers. - they are energetic and impatient but above all they take actions.
  16. 16. Determine any Post-Change Problems and Treat Them The problems remaining after the change should not be left unattended for people would simply revert to their old ways.

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