FORCE FIELD ANALYSIS
FORCE FIELD ANALYSIS
In today’s business environment change remains a constant, and as such, organisations both large and small must adapt if they want to remain successful. Organisations that respond more effectively to changes are more likely to succeed than those that do not. The success of any change depends on the nature of the business, the change itself, and how well the people involved understands the process of change. The concept of ‘change management” is a concern of most organisations today. Lewin (1943), a German Physicist and Social Scientist, developed one of the cornerstone models of change management, known as The Force Field Analysis. Lewin theorised a three-step approach for implementing any organisational change. This is referred to as, Unfreeze – Change - Refreeze. He used the analogy of changing a rectangular block of ice into the shape of a cone. He theorised that it is much easier to unfreeze or melt a block of ice then mould the water into the desired cone shape before refreezing. The Force Field Analysis provides management with a tool for understanding, identifying, and analysing all the factors for and against change. According to Lewin (1943), the perceived status quo in life is created by the perceptions of societies. He reasoned that the systems that exist in organisations (the equilibrium) are not static but are rather created by a dynamic balance of forces moving in opposing directions. Forces for and against change usually fall in one or more of the following categories: values, attitudes, habits, persons, procedures, customs and policies. Lewin (1943) postulates that for change to occur, the driving forces must exceed the restraining forces. The result is a shift in the equilibrium, or the creation of a new mode of operating within the organisation.
The Force Field Analysis has given us a tool to better understand and describe how Red Stripe Jamaica Limited has instituted recent changes in its local operations. In October
In today’s business environment change remains a constant, and as such, organisations both large and small must adapt if they want to remain successful. Organisations that respond more effectively to changes are more likely to succeed than those that do not. The success of any change depends on the nature of the business, the change itself, and how well the people involved understands the process of change. The concept of ‘change management” is a concern of most organisations today. Lewin (1943), a German Physicist and Social Scientist, developed one of the cornerstone models of change management, known as The Force Field Analysis. Lewin theorised a three-step approach for implementing any organisational change. This is referred to as, Unfreeze – Change - Refreeze. He used the analogy of changing a rectangular block of ice into the shape of a cone. He theorised that it is much easier to unfreeze or melt a block of ice then mould the water into the desired cone shape before refreezing. The Force Field Analysis provides management with a tool for understanding, identifying, and analysing all the factors for and against change. According to Lewin (1943), the perceived status quo in life is created by the perceptions of societies. He reasoned that the systems that exist in organisations (the equilibrium) are not static but are rather created by a dynamic balance of forces moving in opposing directions. Forces for and against change usually fall in one or more of the following categories: values, attitudes, habits, persons, procedures, customs and policies. Lewin (1943) postulates that for change to occur, the driving forces must exceed the restraining forces. The result is a shift in the equilibrium, or the creation of a new mode of operating within the organisation.
The Force Field Analysis has given us a tool to better understand and describe how Red Stripe Jamaica Limited has instituted recent changes in its local operations. In October
References: Campbell T.A. (2011). Don’t cry over spilt beer “Red Stripe and the cold hard facts of capitalism”. Retrieved from http://www.gleanerjm.com/business Gordon, S. (2011). Red Stripe to cut output by 3m Cases At Kingston Plant. Retrieved from http://www.jamaicaobserver.com/business/Red-Stripe-to-cut-output Lewin K. (1943). Defining the “Field at a Given Time.” Psychological Review. Republished in Resolving Social Conflicts in Social Science, Washington, D.C. American Psychological Association, 1997. Mercer, C (2011). JAMAICA/US: Diageo to relocate Red Stripe brewing for US market. Retrieved from http://www.just-drinks.com /news/diageo-to-relocate-red-stripe-brewing-for-us-markey Red Stripe eyes redundancies, (2010). Retrieved from http://www.jamaicaobserver.com/business/red-stripe-eyes-redundancies Stock Analysis: Denoes and Geddes Limited (DG)/Red Stripe, (2012). Retrieved from http://vmwealth.vmbs.com The Jamaica Stock exchange, (2010). Red Stripe to Undergo Organizational Review. Retrieved from http://www.jmmbsecurities.com/highlights.php/dynaweb.dti?page =highlights&id =2351