Post #1 Force field analysis is “a process of identifying and analyzing the force field in an organization and then altering those forces to accomplish your change. The force filed is ade up of driving and restraining forces” ((Cawsey, Deszca, & Ingols, 2016). The major driving force for the change is the need for HR infrastructure; there is a lack of efficient strategic and tactical HR support. Some of the external forces include; competitors, clients, and available technology. Additionally, the internal individuals would the employees and executive leadership. The executive leadership would play a part in letting it happen, while functions such as; IT, Marketing, Legal, and Finance would help and HR will make it happen. The HR department will need additional headcount, positions will be restructured into new ones and existing HR employees will need advanced HR training. The lack of process will impede any progress and the organization’s culture is “used” to doing things a certain way will act as another deterrent for change to take place. Executing a strong communication plan as well as long-term strategic plans could weaken the force of the culture’s resistance to the change. Also, completing the change in phases as opposed to changing all at once will minimize any resentment. Lastly, implementing a strong change management strategy will enable success. Gaining buy-in from the CEO and executive leadership team will be crucial to advance the change. Leveraging senior and mid-level leaders as part of the change management process will also be key to success. Additionally, sending out surveys to gather data as well as throughout the process as a point of “check-in, and lastly, leveraging HR as the SMEs during the process. The organization I am doing the change initiative for has undergone major changes in HR. The organization is extremely reluctant of the department as a whole and trust will need to be regained through this process. “The price of failed change is widespread loss of credibility of the noble objective an organization is trying to achieve” (IIEE, 2004). References Cawsey, T.F., Deszca, G., & Ingols, C. (2016). Organizational Change: An Action-Oriented Toolkit. Los Angeles, CA: Sage. Overcoming resistence to change. (2004). IEEE Engineering Management Review, Engineering Management Review, IEEE, IEEE Eng. Manag. Rev, (3), 72. doi:10.1109/EMR.2004.25109 Post #2 The business dictionary defines force field analysis as “technique for identifying and analyzing the positive factors of a situation that help ('driving forces') and negative factors that hinder ('restraining forces') an entity in attaining its objectives. The need for change is driven by the requirements to meet the training standards established by the Unites States Army through doctrine. There are some external forces that are driving forces to this change, some of these are: availability of training aids; competition for training sites.

1. Post #1
Force field analysis is “a process of identifying and analyzing
the force field in an organization and then altering those forces
to accomplish your change. The force filed is ade up of driving
and restraining forces” ((Cawsey, Deszca, & Ingols, 2016).
The major driving force for the change is the need for HR
infrastructure; there is a lack of efficient strategic and tactical
HR support. Some of the external forces include; competitors,
clients, and available technology. Additionally, the internal
individuals would the employees and executive leadership. The
executive leadership would play a part in letting it happen,
while functions such as; IT, Marketing, Legal, and Finance
would help and HR will make it happen. The HR department
will need additional headcount, positions will be restructured
into new ones and existing HR employees will need advanced
HR training. The lack of process will impede any progress and
the organization’s culture is “used” to doing things a certain
way will act as another deterrent for change to take place.
Executing a strong communication plan as well as long-term
strategic plans could weaken the force of the culture’s
resistance to the change. Also, completing the change in phases
as opposed to changing all at once will minimize any
resentment. Lastly, implementing a strong change management
strategy will enable success. Gaining buy-in from the CEO and
executive leadership team will be crucial to advance the change.
Leveraging senior and mid-level leaders as part of the change
management process will also be key to success. Additionally,
sending out surveys to gather data as well as throughout the
process as a point of “check-in, and lastly, leveraging HR as the
SMEs during the process.

2. The organization I am doing the change initiative for has
undergone major changes in HR. The organization is extremely
reluctant of the department as a whole and trust will need to be
regained through this process. “The price of failed change is
widespread loss of credibility of the noble objective an
organization is trying to achieve” (IIEE, 2004).
References
Cawsey, T.F., Deszca, G., & Ingols, C. (2016). Organizational
Change: An Action-Oriented Toolkit. Los Angeles, CA: Sage.
Overcoming resistence to change. (2004). IEEE Engineering
Management Review, Engineering Management Review, IEEE,
IEEE Eng. Manag. Rev, (3), 72. doi:10.1109/EMR.2004.25109
Post #2
The business dictionary defines force field analysis as
“technique for identifying and analyzing the positive factors of
a situation that help ('driving forces') and negative factors that
hinder ('restraining forces') an entity in attaining its objectives.
The need for change is driven by the requirements to meet the
training standards established by the Unites States Army
through doctrine. There are some external forces that are
driving forces to this change, some of these are: availability of
training aids; competition for training sites; equipments. The
opposing forces for this change is the trainability of the mid-
grade leaders that are responsible for training the unit. How
ready and willing they are to study and understand the standards
to which they are required to conduct training.

3. In order to increase the forces for change, the mid-
grade leaders must be trained on the importance of training and
to standards. They must be made aware that training your troops
to standard will make the unit successful at war; making it more
likely to return all their troops home alive. On the external
forces, there must be some level of coordination to ensure that
resources and equipment can be procured from other units, and
instances where these are not available, arrangement can be
made to train alongside other units to make use of what they
have.
The actions that I have to take to make this change successful is
to make my midgrade leaders acknowledge the need for accurate
and timely training, it will be dependent on me to train them in
order for them to see how right looks like. Any change that may
occur is dependent on a shift in this balance or equilibrium
where the driving forces need to exceed the restraining forces
(Warrilow, 2010).
BusinessDictionary.com
Warrilow, S. (2010, March). Starting the Change Process.
Retrieved July 20, 2018, from
http://www.strategies-for-managing-change.com/starting-the-
change-process.html
Post #3
Complete The Force field Analysis (Exercise 6.4) for your
change initiative due in Week 8. Briefly describe the forces for

4. change and how they could be increased, the forces opposing
change and how they could be reduced, and points of leverage.
Based on your analysis, what actions can you take to increase
the likelihood of a successful change effort?
A force field analysis is defined as “a process of identifying and
analyzing the force field in an organization and then altering
those forces to accomplish your change. The force field is made
up of driving and restraining forces” (Cawsey, Deszca, &
Ingols, 2016, p. 206). In order for change to occur, “the driving
force must exceed the restraining force” (Morris, 2013, para. 1).
After completing the Force Field Analysis, the major force for
change for my change initiative is the need for a digital
transformation. External factors include online competitors and
technological change. To increase the forces for change, HR
may plan on hiring and training employees in the IT department
to develop technological advancements that will improve the
overall store and online website of the company. The force
opposing change is whether management hires employees who
have the experience and knowledge in developing mobile
applications and transforming digital websites. If management
hires and trains employees in the IT department, they will be
able to gain innovative ideas on how to develop and implement
technological advancements to compete with online retailers
and other retail stores. Points of leverage include deploying
senior level leaders who support the change and will recruit and
hire individuals who can help the company grow.
Based on my analysis, leaders will need to strategically plan
who to hire and train to increase the likelihood of a successful
change effort. Employees will also need to trust in
management’s decisions. In addition, leaders should allow for
all employees to voice his or her opinions and gain innovative
ideas.

5. References
Cawsey, T.F., Deszca, G., Ingols, C. (2016). Organizational
Change: An Action-Oriented Toolkit (3rd ed.). Los Angeles,
CA: Sage.
Morris, L. (2013). The driving forces of change. Innovation
Management. Retrieved online from
http://www.innovationmanagement.se/2013/07/18/the-driving-
forces-of-change/
Post #1
Success is aided when change recipients become willing
implementers” (Cawsey, Deszca, Ingols, 2016). I am a firm
believer in all of the strategies the textbook presented and have
seen them have positive effects in my experience. However, the
one strategy that I have used as a change leader and as a change
recipient is involving people in decision making. The change
initiative I am implementing is for an HR department, and this
case, the HR leadership can create an HR focus groups that
could help implement different phases of the change. It could
be around policies, processes, or technology decisions.
Additionally, as the HR department goes through the changes,
an additional focus group consisting of cross-functional
employees can be formed. An example could be as a policy
review committee which would be part of the overall decision-
making process with respect to policy development,
communication and implementation. “The workforce need
consistency and to feel included in communication to prevent
insecurity and loss of motivation” (Shute, Davies, Clee,
Coupland, Melton & Forsyth, 2012).

6. References
Cawsey, T.F., Deszca, G., & Ingols, C. (2016). Organizational
Change: An Action-Oriented Toolkit. Los Angeles, CA: Sage.
Shute, R., Davies, G., Clee, S., Coupland, T., Melton, J., &
Forsyth, K. (2012). Inclusive communication: a tool for service
innovation. British Journal Of Healthcare Management, 18(1),
19-26.
Post #2
According to Stanleigh (2013), "Today an organization must
ensure that its culture, work environment, and work processes
are meeting the constantly changing requirements of its
customers" (p.39). Change is a necessity for any organization
in today's competitive environment that we operate in, and as
mostly the case with change, it may come with some form of
resistance. One of the strategies that can be used to overcome
resistance is by engaging employees in the actual change by
asking for ideas and suggestions that might help to plan out the
implementation of the change; this will lower the level of
resistance by the employees (Stanleigh, 2013). A simple
example that to illustrate this is when an Army command
decides to change the something as simple as the unit crest or
even the unit coin. The command engages all Soldiers of the
unit in coming up with the new design. An incentive is offered
for the Soldier whose designed is selected. By so doing the
Soldiers of the unit develops a sense of ownership to the

7. change; this will reduce the possibility of resistance.
Just as there is some employee resistance to change, there are
some employees that will remain neutral to the change. A
strategy to use for this group will be to effectively communicate
to clarify any doubts or confusions that may be lingering.
Example of is when the Army decided to abolish the “don’t ask
don’t tell” policy, there were Soldiers that were neutral because
the change did not affect them personally.
Finally, the positive reaction towards change, communication
and employee engagement is the best strategy to address this
group. A simple example is a change in certain practices in the
organization, such as introducing an incentive for performance
and productivity. A commander was trying to implement
change that would have a negative effect on our company's
logistics. The junior leaders rallied together, and consult with a
higher authority, and the change was not implemented due its
adverse potential (Cawsey, Deszca & Ingols 2012).
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational
change an action-oriented toolkit. Los Angeles: Sage
Publ.
Stanleigh, M. (2013). Leading Change. Journal For Quality &
Participation, 36(2), 39-40.
Post #3
When faced with change, organizational members may react
positively, negatively or be ambivalent. Identify and discuss
one (1) strategy change agents can effectively use for each type
of reaction supporting your response with specific examples.

8. According to Lunenburg (2010), change agents are the
individual or group that “undertakes the task of initiating and
managing change in an organization” (p. 1). Change agents
“may initiate, implement, or facilitate the organizational
change” (Cawsey, Deszca, & Ingols, 2016, p. 26). One strategy
change agents can effectively use for a positive reaction from
employees is involving them in the change process and
decision-making. At my previous job, employees were consulted
about and involved in the change process. During our meetings,
employees were able to give feedback and suggestions on how
to improve the overall organization. For the organizational
members that may react ambivalent, it is essential to
communicate effectively to reduce employees’ uncertainty. A
negative correlation exists between uncertainty and employees’
willingness to accept change. My husband’s current unit has a
lot of miscommunication between senior leaders. This makes it
very difficult for soldiers to communicate effectively with their
leaders and understand what is needed from them for the change
initiative, which reduces productivity. Lastly, one strategy
change agents can use for negative reactions is to use emotional
intelligence. This is the capacity to “recognize our own feelings
and those of others, for motivating ourselves, and for managing
emotions well in ourselves and in our relationships” (Wittig,
2012, p. 23). As stated above, gaining employee feedback is
important during the change process because it allows leaders to
not only gain ideas and suggestions on how to improve the
change process, but also to see how the process is affecting the
employees.
References

9. Cawsey, T.F., Deszca, G., Ingols, C. (2016). Organizational
Change: An Action-Oriented Toolkit (3rd ed.). Los Angeles,
CA: Sage.
Morris, L. (2013). The driving forces of change. Innovation
Management. Retrieved online from
http://www.innovationmanagement.se/2013/07/18/the-driving-
forces-of-change/
Lunenburg, F.C. (2010). Managing Change: The Role of the
Change Agent. International Journal of Management, Business,
and Administration, 13(1): 1-6.
Wittig, C. (2012). Employees’ Reactions to Organizational
Change. OD Practitioner, 44(2): 23-28.