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Models of
Planned
Change I
Lewins Force
Field Analysis
and ThreeStep Model
LEARNING OUTCOMES
By the end of this topic, you should be able to:
1.
2.
3.
4.
Relate the force field analysis to the three-step model in pushing for
change.
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X INTRODUCTION
This topic and the next topic present several models of planned change
developed by various researchers over the years. These models involve phases of
change the sequential states or steps that organisations must go through to
achieve successful change. The models of planned change discussed in this topic
are Kurt Lewins force field analysis and the three-step model of change. We will
also discuss examples showing how a force field analysis can be conducted.
4.1
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TOPIC 4
(a)
Driving Forces
This set of forces pushes in the direction of change; and
(b)
This is normally portrayed as a fforce field. In this field, a stable situation occurs
when there is a state of equilibrium between the two sets of forces. In other
words, there will be no change when the two opposite sets of forces are in
balance. Figure 4.1 shows the base diagram of a force field analysis.
The current state of equilibrium (the status quo) must be destabilised in order to
initiate change. This can be done in one or a combination of the following three
basic ways:
(a)
(b)
(c)
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Figure 4.4 presents a general model of force field analysis to show how desired
conditions can be achieved from current conditions. To move to the desired
condition, for example, a higher level of employee performance, the driving
forces must be greater than the restraining forces. The condition is stabilised in
equilibrium when both sets of forces are equal.
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(b)
Identifying the restraining forces for change (the pull factors); and
(c)
Increasing the strength of the driving forces, or reducing the strength of the
restraining forces, or both. At a more challenging level, change the direction
of a force so that a resisting force becomes a driving force.
SELF-CHECK 4.1
Describe how a force field analysis can be conducted.
ACTIVITY 4.1
1.
2.
3.
4.
5.
6.
Recommend the actions that can be taken in order for the behaviour
to be changed.
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4.2
TOPIC 4
Lewin claimed that effective change can occur by unfreezing the current
situation, moving to a desired condition and then refreezing the condition so that
it remains in the desired state. This has led to the three-step model of planned
change. Here, the principles set out earlier in the force field analysis are applied.
The three steps of the model are unfreezing, moving and refreezing.
(a)
Unfreezing
Unfreezing is to change the status quo. The aim is to establish a motive for
change by reducing those forces that maintain the organisations behaviour
at its present state. Unfreezing occurs when the driving forces are stronger
than the restraining forces for change. This happens by making the driving
forces stronger, or by weakening or removing the restraining forces, or a
combination of both.
(b)
Moving
Moving is to transform the status quo to a desired end state. This means
that the old behaviour is abandoned and a new behaviour is adopted. This
involves the development of new behaviour, values and attitudes in the
organisation.
(c)
Refreezing
Refreezing is to stabilise the change by establishing the new pattern as the
normal way to behave. The aim here is to make the new pattern of
behaviour permanent. To enable an organisation to remain in its new state,
the new state must be frozen or institutionalised. This means that the new
state or the new pattern of behaviour must become part of the routine. New
behaviour in the organisation can be reinforced by such mechanisms as
reward systems, organisational culture, norms, policies, structures and
processes.
TOPIC 4
SELF-CHECK 4.2
Describe Lewins three-step model of change.
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ACTIVITY 4.2
1.
2.
(ii)
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In conclusion, Lewin saw the idea of a force field as a set of tension that affects
the personal (psychological) or social (group) context. He was interested in the
emotional and cognitive forces that block change, such as perception, attitudes,
behaviour and habits. Force field analysis is a tool used to examine how
individuals, as members of social groups, move through transitions by dealing
with the psychological and social barriers, i.e., resistance to change.
The force field model can be linked to the three-step model of change. How does
it work?
Firstly, the state of equilibrium represents a balance of forces for and against
change. The positive force (driving force) might be represented by a much
stronger desire or motivation to give up the old habit. This is onfreezing.
Second, when the positive forces are greater than the negative forces, the
equilibrium is disturbed. The old habit will be eliminated and replaced by the
new habit, or the new pattern of attitude and behaviour. This is moving.
Third, the movement towards the new habit will be sustained if the new state of
equilibrium is reinforced. In other words, the new pattern of attitudes and
behaviour can be reinforced by rewards and recognition, and they become frozen
by repetition and routine. This is called "refreezing".
The next chapter continues the discussion of the models of planned change with
the action research as the focus.
He then developed action research and the three-step model to change the
behaviour of social groups.
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Driving forces
Resisting forces
Force field
Restraining forces
Moving
State of equilibrium
Opposing forces
Status quo
Phases of change
Three-step model
Refreezing
Unfreezing
Burnes, B. (2004). Managing change (4th ed.). Harlow, England: Prentice Hall
Financial Times.
Cummings, T. G., and Worley, C. G. (2005). Organization development and
change (8th ed.). Mason. Ohio: South-Western.
George, J. M., and Jones, G. R. (2005). Understanding and managing
organizational behavior (4th ed.). New Jersey: Prentice Hall.
Grieves, J. (2010). Organizational change: Themes & issues. Oxford: Oxford
University Press.
McShane S. L., and Von Glinow, M. A. (2009). Organizational behavior (4th ed.).
New York: Mcgraw-Hill.
Rollinson (2005). Organisational behaviour and analysis. Harlow, England:
Prentice Hall Financial Times.