Page 37 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes

Notes The system approach reminds management that it cannot change part of the
organisation, without, in some sense changing the whole.

3.2.2 Lewin’s Force Field Analysis Model

We have earlier discussed that the environment forces push companies to change the way they
operate which is relatively easy to visualise. What is more difficult to see is the complex interplay
of these forces against other organisational dynamics. Psychologist Kurt Lewin developed the
Force Field Analysis model to help us understand how the change process works. Although
developed over 50 years ago, Lewin’s Force Field Analysis model remains the prominent way
of viewing this process.
One side of the Force Field Model represents the driving forces that push organisations towards
a new state of affairs. There are several driving forces in the environment like information
technology, global and local competition and demographics. Along with these external forces
are driving forces that seem to originate form within the organisation, such as competition
across divisions of the company and the leaders need to impose his or her image on the
organisation.

Did u know? The other side of the Lewin’s model represents the restraining forces that
maintain the status quo. There restraining forces are commonly called “resistance to
change” because they appear as employee behaviour that block the change process. Stability
occurs when the driving and restraining forces are roughly in equilibrium; that is, they
are of approximately equal strength in opposite directions.

The reaction to change (driving or resisting) of employees will depend on the source of change
and their position relative to it. When an individual or a group has initiated certain actions,
which in turn have to be managed, then they are more likely to display positive attitudes
towards the situation and view it as driving forces. When the feeling of ownership is combined
with the knowledge that one controls, and has influence over the surrounding environment
then the driving forces for the change will be significant. Externally generated change produces
the greatest degree of negative feedback from those affected resulting in presence of restraining
forces. Table 3.1 illustrates the attitudinal responses and key features that can be attributed to the
source of change.
Table 3.1: Reactions to Change Based on Sources of Change

Internally generated change Externally generated change
Proactive stances Reactive response
Positive feelings Negative feelings
Greater driving forces Greater restraining forces
Higher certainty Higher uncertainty
Higher control Lowered control
Less disruption High disruption

The Kurt Lewin change theory model is based around a 3-step process (Unfreeze-Change-
Freeze) that provides a high-level approach to change. It gives a manager or other change agent
a framework to implement a change effort, which is always very sensitive and must be made as
seamless as possible.

32 LOVELY PROFESSIONAL UNIVERSITY