topic 4 models of planned change i lewins force field analysis and three step model

8/10/2019 Topic 4 Models of Planned Change I Lewins Force Field Analysis and Three Step Model

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By the end of this topic, you should be able to:

1. Describe Lewins force field analysis;

2. Explain Lewins three-step model of planned change;

3. Conduct a force field analysis to make a change personally or in the

organisation setting; and

4. Relate the force field analysis to the three-step model in pushing forchange.

LEARNING OUTCOMES

TTooppiicc

44 Models of

PlannedChange I Lewins Force

Field Analysisand Three-Step Model


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TOPIC 4 MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

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INTRODUCTION

This topic and the next topic present several models of planned change

developed by various researchers over the years. These models involve phases ofchange the sequential states or steps that organisations must go through toachieve successful change. The models of planned change discussed in this topicare Kurt Lewins force field analysis and the three-step model of change. We willalso discuss examples showing how a force field analysis can be conducted.

LEWINS FORCE FIELD MODEL OF CHANGE

Kurt Lewin is well-known for his contribution to organisational change. His

work comprises four elements force field theory, group dynamics, actionresearch and the three-step model of change. Lewin saw these four elements as aunified whole in analysing and understanding organisational change. All of themare necessary to bring about change at all levels, whether it is the individual,group or organisation level. Lewin stressed the importance of the group inshaping the behaviour of its members.

As discussed in Topic 2, group dynamics emphasises that group behaviour,rather than individual behaviour, should be the main focus of change. Lewinmaintained that it is fruitless to change individual behaviour because individuals

are constrained by group pressure and the norms to conform. Therefore,individual behaviour is a function of the group environment, or field. Anychanges in behaviour stem from the changes in the forces within the field(Burnes, 2004).

However, understanding group dynamics alone is not sufficient to bring aboutchange. Lewin recognised the need to provide a process whereby organisationmembers can be engaged in changing their behaviour. This led to hisdevelopment of action research (which we will discuss in the next topic) and thethree-step model of change.

In undertaking any change initiatives, it is important to recognise thepsychological and social factors that can either drive change or become barriersto change. Consequently, there is a set of both driving and opposing forces tochange. Lewin viewed change as a dynamic process which takes the form of anon-going struggle between two sets of forces:

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(a) Driving ForcesThis set of forces pushes in the direction of change; and

(b) Restraining, Opposing or Resisting ForcesThis set of forces pulls back, against the direction of change.

This is normally portrayed as a force field. In this field, a stable situation occurswhen there is a state of equilibrium between the two sets of forces. In otherwords, 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.

Figure 4.1: A force field diagramSource:Grieves (2010)

The current state of equilibrium (the status quo) must be destabilised in order toinitiate change. This can be done in one or a combination of the following three

basic ways:

(a) Increasing the strength of the forces pushing for change;

(b) Reducing the strength of the forces resisting the change; and

(c) Changing the direction of a force so that a restraining force becomes adriving force.

To illustrate, suppose that a group of employees were asked to change fromworking individually in special tasks to working in a team of multi-skilledworkers. A simplified set of pushing and restraining forces for theseemployees is shown in Figure 4.2.


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Figure 4.2:A force field analysis of multi-skilled teamworkSource:Rollinson (2005)

Another example of force field analysis is shown in Figure 4.3. It illustrates ananalysis of the performance of a work group. The arrows represent the forces,while the length of the arrows corresponds to the strength of the forces. Thisanalysis reveals four forces for change, with competition from other groupsand supervisors pressure being the two stronger forces pushing for higherperformance. It also reveals the four forces for maintaining the status quo(restraining forces for change), with group performance norms and well-

learned skills being the two stronger forces that are resistant to change.

In this case, efforts to change to a higher level of group performance, shown bythe darker band in Figure 4.3, should focus on the stronger forces maintainingthe status quo. This might entail changing the performance norms of the workgroup and helping group members to learn new skills.


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Figure 4.3: A force field analysis of work group performanceSource: Cummings & Worley (2005)

Figure 4.4 presents a general model of force field analysis to show how desiredconditions can be achieved from current conditions. To move to the desiredcondition, for example, a higher level of employee performance, the drivingforces must be greater than the restraining forces. The condition is stabilised inequilibrium when both sets of forces are equal.

Figure 4.4:Force field model before and after changeSource:McShane & Von Glinow (2009)


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To summarise, initiating changes using this force-field analysis involves thefollowing three steps:

(a) Identifying the driving forces for change (the push factors);

(b) Identifying the restraining forces for change (the pull factors); and

(c) Increasing the strength of the driving forces, or reducing the strength of therestraining forces, or both. At a more challenging level, change the directionof a force so that a resisting force becomes a driving force.

Describe how a force field analysis can be conducted.

SELF-CHECK 4.1

1. Identify an employee behaviour in your organisation that needs tobe changed.

2. State the driving forces for the change in behaviour.

3. State the restraining forces for the change in behaviour.

4. Determine the stronger forces pushing for change.

5. Determine the stronger forces that are resistant to change.

6. Recommend the actions that can be taken in order for the behaviourto be changed.

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LEWINS THREE-STEP MODEL OF CHANGE

Lewin claimed that effective change can occur by unfreezing the currentsituation, moving to a desired condition and then refreezing the condition so thatit remains in the desired state. This has led to the three-step model of plannedchange. Here, the principles set out earlier in the force field analysis are applied.The three steps of the model are unfreezing, movingand refreezing.

(a) UnfreezingUnfreezing is to change the status quo. The aim is to establish a motive forchange by reducing those forces that maintain the organisations behaviourat its present state. Unfreezing occurs when the driving forces are stronger

than the restraining forces for change. This happens by making the drivingforces stronger, or by weakening or removing the restraining forces, or acombination of both.

(b) MovingMoving is to transform the status quo to a desired end state. This meansthat the old behaviour is abandoned and a new behaviour is adopted. Thisinvolves the development of new behaviour, values and attitudes in theorganisation.

(c) RefreezingRefreezing is to stabilise the change by establishing the new pattern as thenormal 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 newstate or the new pattern of behaviour must become part of the routine. New

behaviour in the organisation can be reinforced by such mechanisms asreward systems, organisational culture, norms, policies, structures andprocesses.

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Figure 4.5 shows the three-step model graphically:

Figure 4.5: Lewins three-step model of change

Describe Lewins three-step model of change.

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1. Use an example to show how Lewins three-step model of changecan be applied in your work organisation.

2. Changing Behaviour or Attitudes Using the Force Field Analysisand Lewins Three-Step Model.

Force field analysis is a technique for dealing with change at apersonal or group level. To understand this process, complete thefollowing tasks.

Step 1:Identify a personal problem that you are prepared to share withothers. This should relate to an attitude or a behaviour you want tochange, but find difficult to achieve. It could be giving up smoking,improving your driving etiquette, changing your eating habits,getting fit, improving your study behaviour to pass exams, and soon.

Step 2:Using the force field diagram (Figure 4.1), identify the driving forces

beneath each arrow. These will be related to your motivation tosuceed and include potential positive outcomes. Next, identify allissues that cause you to resist change (the resisting forces).

Step 3:The question you need to ask is: How can I minimise the resistingforces and increase the driving forces? Remember, according toLewin, a successful change project involves three steps:

(i) Unfreezing the present state;

(ii) Moving to the new level; and(iii) Refreezing the new level.

Now, draw up an action plan to unfreeze your current situation.State how you will proceed. Then, when you have visualised thechange you want (the new level), state how you will freeze the new

behaviour and attitudes so that they become your habits.

Source: Grieves (2010)

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In conclusion, Lewin saw the idea of a force field as a set of tension that affectsthe personal (psychological) or social (group) context. He was interested in theemotional and cognitive forces that block change, such as perception, attitudes,

behaviour and habits. Force field analysis is a tool used to examine howindividuals, as members of social groups, move through transitions by dealingwith 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 doesit work?

Firstly, the state of equilibrium represents a balance of forces for and againstchange. The positive force (driving force) might be represented by a muchstronger desire or motivation to give up the old habit. This is onfreezing.

Second, when the positive forces are greater than the negative forces, theequilibrium is disturbed. The old habit will be eliminated and replaced by thenew 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 ofequilibrium is reinforced. In other words, the new pattern of attitudes and

behaviour can be reinforced by rewards and recognition, and they become frozenby repetition and routine. This is called "refreezing .

The next chapter continues the discussion of the models of planned change withthe action research as the focus.

Lewins planned approach to change consists of four elements field theory,group dynamics, action research and the three-step model of change.

He developed field theory and group dynamics to analyse and to understandhow social groupings were formed, motivated and maintained.

He then developed action research and the three-step model to change thebehaviour of social groups.

In force field analysis, a stable situation occurs when there is a state ofequilibrium between two sets of forces the driving forces and therestraining forces. The current state of equilibrium (the status quo) must bedestabilised in order to initiate change.


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Lewins planned model of change involves three steps: unfreezing oldbehaviour, moving to a new behaviour, and refreezing the new pattern ofbehaviour as normal.

Force field analysis can be linked to the three-step model of change.

Driving forces

Force field

Moving

Opposing forces

Phases of change

Refreezing

Resisting forces

Restraining forces

State of equilibrium

Status quo

Three-step model

Unfreezing

Burnes, B. (2004). Managing change (4th ed.). Harlow, England: Prentice HallFinancial Times.

Cummings, T. G., and Worley, C. G. (2005). Organization development andchange(8th ed.). Mason. Ohio: South-Western.

George, J. M., and Jones, G. R. (2005). Understanding and managingorganizational 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.

topic 4 models of planned change i lewins force field analysis and three step model

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