Sharpening the Focus of Force Field Analysis

Abstract

The purpose is to explore the inherent complexity of Kurt Lewin's force field theory through applied analysis of organizational case examples and related methods. The methodology applies a range of tools from the consultancy research domain, including force field analysis of complex organizational scenarios, and applies bricolage and corroboration to emerging discoveries from semi-structured interviews, author experience, critical reflection and literature survey. Findings are that linear representation of internal and external forces in organizational applications of field theory does not fully explain the paradox of inverse vectors in the forces of change. The force field is not an impermeable thing; instead, it morphs. Examples of the inverse principle and its effects are detailed and extended in this analysis. The implications of the research are that force field analysis and related change processes promoted in organizational change literature run the risk of missing key complexities. The inclusion of the inverse principle can provide enhanced, holistic understanding of the prevailing forces for change. The augmentation of the early work of Kurt Lewin, and extension of previous analyses of his legacy in the Journal of Change Management and elsewhere, provide, in this article, change analysis insights that align well with current organizational environments.

The Role of Reflection in Planned Organizational Change

“…This is often a precursor to forming opinions about the extent of trust in the management of the organization (Lines et al 2005). Perceptions of those experiencing change, together with the reality of the change, are equal protagonists in successful change outcomes (Swanson and Creed 2014).…”

Protocol: action planning for action research about kaizen in public organizations. The case of higher education

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“…Both theories draw on the field theory of Lewin (1951), stressing that there are forces in any field of action that support change, and there are also forces that oppose it (see also Chesler et al,. Swanson and Creed (2014) have argued recently that the "inverse principle" (based on the notion that there are two polarities to every force in the field) is critical to an appropriately complex Lewinian analysis of change. Specifically, Lewin understood that a factor initially seen as enabling change may become a constraining force, or barrier to change, if (for example) it is perceived as an alternative to actual performance.…”