Force field analysis is a technique used to identify and analyze the factors that either support or oppose a proposed change within an organization. It involves visually mapping out the driving forces that support change and restraining forces that oppose change. The goal is to strengthen driving forces and weaken restraining forces to facilitate successful implementation of the change. Change management is important because it helps organizations adapt to evolving conditions and stay competitive. However, change initiatives often fail due to poor planning, lack of communication, and failure to address employee resistance to change.

1. 0 | P a g e
UNITY UNIVERSITY
ADAMA SPECIAL CAMPUS
DEPARTMENT OF BUSINESS ADMNISTRATION
MBA REGULAR PROGRAM
MANAGING CHANGE AND INNOVATION (732)
INDIVIDUAL ASSIGNMENT-1
By:
Beka Negewo- ID.NO MBA/R/ 0343/13
Submitted to: Dr. Habtamu Dadi
July, 2022
Adama, Ethiopia

2. 1 | P a g e
1. Explain force-field analysis in change management with examples in organization?
What is Force Field Analysis?
Force field analysis is a technique that can be used for identifying, discussing and documenting
the factors that support or oppose a change initiative. It was introduced in the 1940s by Kurt
Lewin, a social psychologist, and is usually applied to making go or no-go decisions on
potentially disruptive business changes.
The force field analysis is a method to:
 Investigate the balance of power
 Identify the key players involved in decision-making
 Identify who is for and who is against change
 Identify ways to influence those against change
A force can either aid achieving the overall objective (driving force) or block the achievement of
the objective (hindering force). According to Kurt Lewin, organizations are a composition of
dynamic and interactive forces working together in opposite directions. For any successful
change to occur, the driving forces must outdo the hindering forces, thereby shifting the
equilibrium.
The force field analysis is a widely-used change management model; it works as a diagnostic
tool and a powerful decision-making tool during change planning.
You can use it to identify by visually mapping the driving forces and restraining forces for and
against the initiative and thus work on leveraging the factors in favour while reducing the
unfavourable ones to ensure the successful implementation of the change plan.
The force field analysis tool was developed as a change management model in 1951 by the
German-American psychologist, Kurt Lewin who is also known for being a founder of modern
psychology. Today, the tool is even widely used to inform business decision-making.

3. 2 | P a g e
The basic idea behind the force field analysis is that a certain given situation remains the way it
is because of counterbalancing forces, or because of the state of equilibrium between forces that
drive change and oppose change.
In order to promote change, either the driving forces should be strengthened or the resisting
forces should be weakened.
The force field analysis is ideally used for diagnosing a problem. You can use it to
 Analyze the balance of power
 Identify the key roles involved in decision-making
 Identify who supports and opposes change within the organization
 Explore ways to influence those who are against change
 Decide whether to go ahead with a proposed change or not
How to Conduct a Force Field Analysis?
 Assess the current situation
 Define the objective
 Identify the driving forces
 Identify the restraining forces
 Evaluate the forces
 Create an action plan
Force Field Analysis Example for Upgrading Hospital Equipment
Hospitals may encounter with the situation of upgrading medical equipment sometime for
patient’s interest. But the change of equipment comes with a price. The expenses to purchase,
staff training for operation of new machines, and disruption during operation, etc. This Force
Field Analysis diagram with the form of Libra clearly displays all forces that need to be
considered.

4. 3 | P a g e
2. What is change management and why it is important to adapt to change and how to adapt to
change?
What is change management?
Change management is a systematic approach to dealing with the transition or transformation of
an organization's goals, processes or technologies. The purpose of change management is to
implement strategies for effecting change, controlling change and helping people to adapt to
change.
To be effective, the change management strategy must take into consideration how an adjustment
or replacement will impact processes, systems and employees within the organization. There
must be a process for planning and testing change, communicating change, scheduling and
implementing change, documenting change and evaluating its effects. Documentation is a critical
component of change management not only to maintain an audit trail should a rollback become
necessary, but also to ensure compliance with internal and external controls, including regulatory
compliance.

5. 4 | P a g e
Why it’s important to adapt to change in the workplace
Change in the workplace can make us uncomfortable as we step out of what we normally do and
attempt new ways of working. Adapting to change in the workplace is often difficult because it’s
too easy to stay accustomed to our habits; however… change is essential to many aspects of
business and our working life.
Those companies that don’t change can stagnate and not develop. Our current world is constantly
evolving in terms of technology and many other challenging but innovative ways. Having the
ability to face these new challenges head-on will not only develop the company as a whole but
also those who work within it.
So now we’ve taken a look at why adapting to change in the workplace is important to keep
ideas fresh and moving forward, let’s now take a look below at some of the important positive
benefits that can be brought about by being flexible and adapting to change more readily in a
working environment.
How to Adapt To Change in the Workplace
If you are like most professionals, you can adapt to change as one of your reliable, professional
attributes. But mostly that is for the sake of acing an interview. Once you are hired and
confronted with a modern workplace's dynamism, you are likely to have a meltdown if you aren't
adequately prepared. Changing roles now and then can be challenging, especially when you have
to move to a new office and leave behind everyone, you have built a relationship. To help you
adapt to changes in the workplace, here are six tips for you:
1. Say "YES" to change
You will become a better human being when you acknowledge the fact that progress is
impossible without change. You need to understand that if you want to make any meaningful
change in your life, in your organization, or the world, you must be ready to say yes to change
and to change your mind set and perspective when the need arises. An unforeseen change will
most likely throw you off balance but, with an open mind, you will bounce back on course in
good time. Adapting may require extra time and energy, but you will get there eventually if you
aren't wasting energy fighting the change.

6. 5 | P a g e
2. Hope for the best but prepare for the worst
It's impossible to know what the future holds for your organization or your industry. You could
be the boss and still not have the control of what happens a year from today. Instead of stressing
over what the future will be like, it is better to focus on being the best version of yourself today
with the hope that what you do today will shape a more prosperous future for you.
As you hope for the best, it is imperative that you prepare for multiple outcomes in a scenario so
that you aren't caught off-guard. For example, organizations that had embraced remote working
before the coronavirus pandemic had no problem adapting to the new work-from-home
directives.
Assuming that you were caught off-guard by the coronavirus pandemic and unsure whether to
allow all your employees to work from home or remodel your offices as per the government's
social distancing rules, it is better that you experiment with other flexible work schedules. You
can, for example, allow employees to work in working space Los Angeles instead of letting them
work at home full-time. This will buy you some time until you figure out the best way to proceed
with your flexible work scheduling.
3. Don't cut ties with your entire "old."
New rules, directives, colleagues, bosses, opportunities, and challenges will come and go, but the
relationships you build with the people around you will remain forever. Stay connected to
previous co-workers, even if you are promoted or transferred to another office. Your existing
networks could become extremely beneficial to you later in life, so you need to hold onto them
and even improve them when you can. Your former boss, for example, the boss you replaced in
the department, could help you with free consultations when you get stuck somewhere down the
road.
4. Learn new skills
If the changes brought new challenges with them, which is mostly the case, do not throw your
hands in the air and resign to fate. Make a list of the skills relevant to the new arrangement that
you haven't perfected yet and then invest in developing them. Everything will become more
comfortable for you with time.

7. 6 | P a g e
5. Maintain open communication channels
Changes will not pass you by smoothly, even if you pretend not to know they are occurring.
They will sweep you along. The best thing is to seek more details from your seniors to prepare
beforehand. Discuss with your colleagues, so together, you can have an accurate understanding
of the changes and where you stand in the organization. If you are the boss, be honest and
transparent with all affected staff members to help them adapt quickly.
6. Rethink your goals
If the changes disrupt your career plans or goal timelines, you need to react fast and make the
necessary adjustments before everything comes crumbling down. Maybe you had just started
attending an evening class at a local community college but now have more evening
responsibilities. Call the college and reschedule your class. If you have to scrap some goals, and
set new ones to transition to your new role, make the necessary decisions early.
3. Why change management fails in most cases in organizations? Elaborate with the practical
case you know
Common Reasons Organizational Change Fails
1. Poor Planning Sets up Organizational Change for Failure
Often, leaders are so focused on getting their “content” solution designed that they dive right into
the design phase of organizational change without adequately doing the upfront planning work
required. This sets the effort up for failure right from the start. Instead, identify all the conditions
and activities that must occur early to set the project up for success, like: change roles,
governance and decision-making, stakeholder engagement strategy and communications,
timeline, resources and capacity, and key initiatives and how to integrate them for maximum
speed and efficiency. Without a well-designed change process plan, a likely outcome will be a
false start, resistance, and/or eventual failure.
2. Inadequate Support from Leadership
Organizational change does not succeed without leadership support. And lip service is not
enough. Leaders must champion and model the change for the rest of the organization, in both

8. 7 | P a g e
what they say and do. They must be active, consistently supporting the change teams as they
design and implement changes. They must be out communicating the benefits of the change to
stakeholders and listening to and responding to their concerns. If your leaders are not prepared to
stay actively involved, perhaps it isn’t the right time for them to launch a major change effort.
Forbes magazine supports the fact leadership support plays a crucial role for the success of
organizational change, saying that successful change initiatives start at the top and organizations
should "set up a top-level team of experts, reporting directly to the CEO".
3. Lack of Resources
Lack of resources is one of the most common reasons why organizational change fails in most
organizations. Adoption and sustainment of change are long term investments. They don’t occur
just because an awesome solution was designed. It has to get implemented, and then tested,
refined, and reinforced. This generally is a longer and costlier endeavour than most change
leaders realize. If you don’t plan and resource the latter phases of change, you’ll not realize the
full benefits you set out to achieve.
4. Priority Focus on Systems vs. People
Leaders often focus more on the system changes than the people that have to make and live with
them. Don’t forget that while you need to have systems in place, it’s the people who matter most.
“Sustained change is always driven by people,” says Lee Colan in his article “10 Reasons
Change Efforts Fail.” “Even implementing new software successfully is more about the people
who will use is, install it, train it, and support it than it is about the system itself.”
5. Inadequate Change Leadership Skills
One could easily argue that this is the #1 cause of failed organizational change. Why? Because
every issue or problem within a given change initiative either gets prevented, solved, or caused
by the skill of the change leaders in charge. And the truth is, we don’t adequately train our
leaders to become competent change leaders. Leadership development is a part of virtually all
large organizations, but change leadership development is sorely missing. The net is that leaders
tend to run change initiatives like they run their organizations, and the two are vastly different.

9. 8 | P a g e
Consider, where can your leaders go to get the development they need to become stellar change
leaders?
Film and camera company Kodak dominated the industry for decades but slipped out of
relevance by failing to transform its business.
Change management strategy: Ignoring the need for change.
Kodak made billions selling analog cameras and film cartridges but did not take the rise of
digital photography seriously. Although the company created a digital camera in the 1990s,
Kodak still focused on printing photos as the company’s main revenue driver.
As smartphones transformed how people share photos through social media versus physical
prints Kodak stubbornly stuck to the outdated strategy of pushing for print. As a result, a
company that reached $10 billion in sales in 1981 filed for bankruptcy in 2012.
Lesson Learned
When you recognize a disruption of your business, choose to change, or risk the consequences.
Remedial changes addressing an unexpected issue are reactionary.
Choosing not to react is a losing strategy. Kodak refused to adapt to the digital transformation
happening in the photography business. When you recognize a shift in your industry, use a
change proposal template to analyze your options and intended outcome and determine how
external factors might affect your transformation.
4. Organizations in your area (either public or private) were undergoing change. Describe at
least four target areas where change has been taking place in these organizations?
Introducing new technology: Technology is designed to make our lives easier, but learning
curves can make technology related changes tricky to implement. People generally prefer to stick
with what they know.
Company’s you introduce new technology and they have a solid plan for the transition. People
want to know why the technology is necessary, what makes it better than previous solutions, and
how you are going to support them during the transition.

10. 9 | P a g e
The managers are building confidence in the change by explaining that the transition will be
supported with various change management tools that offer capabilities such as in-app training,
weekly check-ins, and an internal chat for handling questions.
Employee training and development for new skills
Additional training is a great way to support existing talent while also helping the company
evolve. It’s important that employees understand that the goal is to support new strategies as
opposed to fixing deficiencies. When presented properly, additional training will be viewed as a
benefit.
Employees will see that organizations are willing to invest in their personal growth.
Strategic transformational changes should be made gradually and monitored closely.
Transformations don’t happen overnight. You’ll need to make adjustments and work closely
with your team as your strategy shifts.
Now, they start giving different trainings to increase the capacity of the employees.
Changes to roles and responsibilities:
Job descriptions can evolve over time. Changes to an employee’s responsibilities may require
additional training and restructuring of teams. Of course, shaking up routines is a delicate
process. It’s essential to have a strategy for change implementation and communication.
People like purposeful change. Communicating the value of the change is essential. If you are
adding a responsibility to someone’s role, such as delivering monthly email marketing reports,
the employee will be more likely to receive the news well if they understand why.
Mergers and acquisitions:
Mergers and acquisitions are the most common cause of structural change. Eliminating role
redundancies, redefining goals, clearly defining new roles and responsibilities, and training on
technology are all important parts of managing change during mergers and acquisitions.
Lewin’s Change Management Model works well for mergers and acquisitions because it focuses
on creating a new status quo. It has three steps: unfreeze, change, and refreeze.

11. 10 | P a g e
After you unfreeze the current processes, you move onto change. This step should be gradual.
This is when strategy is so crucial. Difficult changes, such as eliminating redundancies, require
continuous and open communication.
Encourage feedback and listen as much as you talk. Once the changes are in place, you
“refreeze” or solidify the change as the new status quo.
5. Read the following case and attempt the questions (4 points)
The recently appointed Chief Executives Officer (CEO) of the Adama Steel Company is intent
on making organization more competitive. He has made it clear that costs are too high and
productivity too low. The trade union that represents the steel workers in Adama Steel Company
is well organized and has promised the workers that it will defend their wage levels and working
conditions.
Required
a. Identify the change and causes for resistance in the Adama Steel Company and classify
these according to whether they can be considered as deriving from internal or external
sources
b. Recommend how the newly appointed CEO in the Adama Steel Company might go
about managing the process of change.
Answer a:
Change for organizations is a necessity. Today’s businesses are aware of the need to keep up
with the environmental changes and change demands. If the change process is not handled
properly in the business, it will bring major problems with it. Every change will absolutely and
definitely face resistance: sometimes at the beginning, sometimes in the middle and sometimes in
the last period, but the resistance must be handled and managed properly throughout the entire
process. Determination of the functions that constitute the resistance of change the approach to
the issue of the problem to be done in this direction will facilitate the solution of the issue.
People show resistance for different reasons in case of change.

12. 11 | P a g e
Forces for change: The forces for change are also termed as deriving forces as they are
attempting to bring about change. After going through the given scenario, I have identified
following forces for change: ·
 Low productivity,
Causes of Resistance to Change in Adama Steel Company
1. The threat of power on an individual level.
It is more likely that managers will resist changes that will decrease their power and transfers it
to their subordinates. In such a way, the threat of power is one of the causes of resistance to
change;
2. The threat of power on an organizational level.
With the change process, some groups, departments, or sectors of the organization become more
powerful. Because of that, some persons will be opposed to such a proposal or processes where
they will lose their organizational power;
3. The threat of comfort.
Organizational changes, in many cases, result in personal discomfort and make employee’s life
more difficult. They make a transfer from the comfort of the status quo to the discomfort of the
new situation. Employees have the skills to do an old job without some special attention to
accomplishing the task. Each new task requires forgetting the old methods of doing the job and
learning new things that lead to a waste of energy and causes dissatisfaction;
4. Job’s security.
Organizational change can eliminate some work places, can produce technological excess,
layoffs, and so on. Job’s security simply is one of the causes of resistance to change;

13. 12 | P a g e
5. Misunderstanding the process.
Organizational individuals usually resist change when they do not understand the real purpose of
the proposed changes. When employees don’t understand the process, they usually assume
something bad. This will cause resistance to change;
6. Mistrust to initiators of change.
When employees don’t have trust in the initiators of the process, the process will not be
accepted, and this will cause resistance to change;
Answer b:
Tips to Overcome Resistance to Change the CEO should implement those strategies
Here are a few of the best strategies to overcome change resistance in this organization.
1. Show the Value in the New Change by Educating Employees
A few of the main reasons why employees resist change is a lack of trust and a lack of
communication. To avoid change resistance, the CEO should provide proof that a new process,
tool, or change will greatly benefit them. Educate his employees on how this new change will
directly make their lives better.
2. Collect Employee Input before a Change
Many times, employees resist change because they believe their opinion doesn’t matter and
wouldn’t impact the decision to make an organizational change. CEO should run surveys with
his team on how they feel about the change and how they would make the process easier.
3. Come to an Agreement with His Employees
Never make a decision without consulting those on the front lines your employees. This is the
case with making the decision to implement a large change. After consulting with his team, come
to an agreement on the timeline and overall plan for managing and implementing a new change.

14. 13 | P a g e
4. Include Employees in the Change Management Plan
Employees feel they are taken seriously and their opinion matters when they’re included in
processes. Be sure to add key members of your team into the change management and
implementation process so they feel ownership of the project.
5. Supporting His Employees during Organizational Transformation
Finally, don’t leave your employees out on an island support your team members with
resources, change management tools, knowledge bases, and training on the new process or tool
you’re implementing. This will help your employees find value in a new system quickly, causing
them to build trust with you when it comes time for a future change.
Anticipating and planning for resistance is an essential aspect of implementing organizational
change. When you dig into the reasons behind the resistance to change, you are better prepared
to address it and move past it, regardless of which type of organizational change you undergo
within your company.
6. Watch a movie “who moved my cheese and answer the following in your own wards (4
points)
1. What parallels can you draw with organizational life?
2. What does this tells about attitude to change?
3. What are lesson learned from movie ‘who moved my cheese?’
4. How will this change helps you the way you manage change in the future?
Answer 1:
Adapt to change quickly! Despite your fears and apprehensions, it’s important to embrace
inevitable change and acknowledge it as an opportunity for growth and development. Dwelling
in the past will only lead to misery and frustration, so instead focus your energy on adjusting
your lifestyle and mind-set to the new order of things.
Build up in your mind is worse than the situation that actually exists.” So let go and give in to the
alterations taking place in organizational life. Focus on the good in these new experiences
instead of dwelling on what you might be losing and you will find many new doors opening up!

15. 14 | P a g e
If you’re dealing with change in your life or maybe even just looking for a new book to read
have a go at this one. It’s definitely a great read that I’d suggest to anyone.
The cheese represents our deep desire, success or our mental satisfaction after work. The 4
characters with specific qualities show the wide nature and selection of human nature.
Answer 2:
“That what you are afraid of is never as bad as you imagine. The fear you let build up in your
mind is worse than the situation that actually exists.” – Dr. Spencer Johnson
This charming parable explores the lives of four characters whose “cheese” has been moved.
How would you react if your cheese was moved? As human beings it’s natural for us to view
change as a threat or to be afraid of change, especially when it comes unexpectedly. We tend to
put our guard up and go back to what we know, avoiding change like the plague.
‘Who Moved My Cheese?’ illustrates the importance of being able to deal with unexpected
change, but in such a relatable manner that you can read it in one sitting and walk away with a
wealth of knowledge that will forever alter the way you live your life.
Face your fears! Our fears often make a situation undergoing change appear to be worse than it
really is. Johnson’s book teaches you to take stock of each scenario and helps you to put your
fears aside in order to look to the future. Conquering your fear and approaching ‘change
situations’ with the right attitude can put an entirely new (and positive) spin on things, allowing
you to navigate the event in a logical and rational manner.
Answer 3:
The primary takeaway from the video is learning how to overcome fear, handle life changes
gracefully and find a path to realize your dream in a less stressful manner. Fear is what makes
confronting change so difficult, but as long as you are afraid of leaving your comfort zone, things
will never get better. In difficult times, when you do not have everything you need or enjoy
happiness, you have to look for something new and be prepared to fill the voids with an
alternative. As your environment changes, your responses need to change to – or you will be left
behind and empty handed.

16. 15 | P a g e
Remember, of course, that Who Moved My Cheese? is a parable. Your new “cheese” could be a
new job, a new love, a new way of doing business: all you need to do is step outside your
comfort zone and begin the search. In short, it offers you a way to find happiness and success by
adopting a simple, straightforward approach to overcoming whatever problems life may throw at
you.
Who Moved My Cheese? Stress the importance of not being complacent. Now, more than ever
before, we live in a world where things are constantly changing. Your 'cheese', what you need,
love or desire in life - like your job, health, or friendships - are constantly evolving, and thus it is
important that you don't get stuck in thinking these things will never change.
Answer 4:
A big lesson that the video teaches is how your results can be much better if you adapt to change
quickly. Of course, adapting to change after a while is always better than never adapting to
change. However, at the end of the day, those who get up and get going quicker will be more
fruitful than those who hesitate at first.
This video teaches me how I can deal with change for the future. For example;
How the Mice Deal with Change
 They’re not surprised at the change because they noticed it happening. They stayed
observant and noticed that the cheese was getting old and the pile was shrinking.
 They’re ready to act because they’ve stayed alert and anticipated change.
 They act quickly to adapt – they immediately put on their running shoes, which they’ve
kept at the ready, and set out to find new cheese.
 They’re persistent, eventually finding a new stockpile.
 Even with new cheese at hand, they monitor the situation and check around for new
supplies because they know things will change again.
How Hem and Haw (Who Moved My Cheese) Deal with Change

17. 16 | P a g e
Hem and Haw in Who Moved My Cheese deal with change differently.
Hem
Because he rejects change, Hem is the character most people wouldn’t want to be, but we all
probably share some of his characteristics some of the time.
 Hem has come to regard the cheese as his entitlement. He feels he deserves it.
 When the cheese disappears, he complains about the unfairness. He gets angry and
seeks someone to blame.
 Hem denies reality, believing and insisting to Haw that the cheese will reappear.
 Hem holds onto the past. He thinks that digging in and doing what he’s done in the past
will negate change. (He keeps exploring the neighbouring area for cheese, instead of
venturing out for new cheese)
 And despite a lack of success, and despite the fact that he is hurting himself, Hem
refuses to act any differently.
Haw
Haw realizes that things aren’t going to improve unless he acts. Despite Hem’s attempts to
discourage him, Haw strikes out on his own to find new cheese. He is afraid of failing, but he
overcomes his fear by asking himself, “What would you do if you weren’t afraid?” He keeps
going. This is the primary difference between the reactions of Hem and Haw in Who Moved My
Cheese.
Taking control increases his confidence, and he starts to enjoy moving in a new direction. He
finds some small pieces of new cheese, which he takes back to the starting point to share with
Hem, but Hem isn’t interested in trying the new cheese or looking for more. He still just wants
things to return to the way they used to be. Haw realizes he can’t change Hem. Hem will have to
change himself, or not.

18. 17 | P a g e
Haw returns to his search for new cheese and finally comes upon the large new stockpile that the
mice had found earlier. After celebrating success, he reflects on the experience and pledges to
anticipate change and adapt quickly in the future.
This all lesson teach me how I can easily manage change in the future.