FORCE FIELD ANALYSIS

The Concept Of Resistance To Change And Give Five Possible Reasons Why It Might Occur In An Organization



The Concept Of Resistance To Change And Give Five Possible Reasons Why It Might Occur In An Organization

The planning challenge

As any experienced leader will attest, there is often a significant gap between one's plan and the actual results obtained upon implementing the plan. Popular wisdom captures this challenge with the aphorism: “the devil is in the details”. Numerous organizational theorists have explored this gap between intention and reality (Gottschalk, 1999; Norman, 1991; School, 1998; Kotter, 1995; Beckhard and Pritchard, 1992).

To help address this planning and implementation challenge, this paper forwards an updated version of a planning technique known as force field analysis and illustrates its use in planning and organizational development initiatives. Such initiatives include execution of strategic plans, re-engineering efforts, quality improvement programming, merger and acquisitions, and, other project implementations. This planning process will be shown to help leaders develop effective responses to those organizational dynamics that will significantly influence plan implementation. Following an overview of the force field analysis technique, a case example is introduced highlighting some of the practical issues to consider as one deploys this technique.

Possible Reasons of Resistance

1. The risk of change is seen as greater than the risk of standing still

Making a change requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you. But you have no proof. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe - and perhaps more importantly, feel - that the risks of standing still are greater than those of moving forward in a new direction. Making a change is all about managing risk. If you are making the case for change, be sure to set out in stark, truthful terms why you believe the risk situation favors change.

Use numbers whenever you can, because we in the West pay attention to numbers. At the very least, they get our attention, and then when the rational mind is engaged, the emotional mind (which is typically most decisive) can begin to grapple with the prospect of change. But if you only sell your idea of change based on idealistic, unseen promises of reward, you won't be nearly as effective in moving people to action. The power of the human fight-or-flight response can be activated to fight for change, but that begins with the perception of risk.

2. People feel connected to other people who are identified with the old way

We are a social species. We become and like to remains connected to those we know, those who have taught us, those with whom we are familiar - even at times to our own detriment. Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty, ...