Kurt Lewin - May the Force Field Analysis Be With You!

The American social psychologist Kurt Lewin, widely regarded one of the early 20th century founders of modern psychology, developed the change model known as "Lewin's Freeze Phases" and which still forms the underlying basis of many change management theories models and strategies for managing change.

Given that the people aspects of change is the overwhelming issue and in the light of the catastrophic fact that 70% of ALL change management initiatives fail, it is painfully clear that managing the change transition requires time and sensitive skillful leadership - exercised within people-focused change management processes.

This can only be consistently achieved by addressing all of the key factors that will make it possible. Clearly what is needed is a change management process that is people oriented and that takes full account of the human dimension of the change process. In my view the programme management based model addresses all of these critical areas by focusing on a holistic approach that takes full account of these people issues.

Lewin's work provides useful background and a practical tool for assessing the case for change - a necessary precursor for the creation and implementation of a programme based approach to managing change.

Underpinning his famous freeze phase model are 2 important and in my view foundational concepts.

Firstly the "Lewin's equation", introduced in "Principles of Topological Psychology" [1936], which is not actually a strict mathematical equation showing quantifiable relationships, but rather a heuristic - an experience based or rule of thumb technique - for predicting human behaviour.

The formula states that B = f(P,E) where B = Behaviour, F = Function, P = Person and E = Environment. Thus Lewin stated that behaviour is a function of the person and his/her environment. Thus the situational perspective of a person's momentary situation is the bigger key to understanding his/her behaviour instead of relying solely on past experiences and influences.

Lewin's second foundational concept was "Force field analysis" which provides a framework for looking at the factors or forces that influence a potential change situation. According to Lewin: "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)".

In Lewin's view, organisations can be seen as systems in which the current situation is not a static pattern, but rather an "equilibrium" - or "dynamic balance" of forces working in opposite directions. Thus, any change that may occur is dependent on a shift in this balance or equilibrium where the driving forces need to exceed the restraining forces.

In a potential change situation a force field analysis can be an extremely useful tool for assessing the possibility and viability of a change initiative. Here are some suggested simple steps for making this assessment:

1. Where are we now?
2. Where do we want to be?
3. What will happen if we don't get there?
4. What are forces or drivers for this change?
5. What are the forces or drivers against this change?
6. What are the strongest forces for and against change?
7. Is change viable?
8. What will be the impact of changing and not changing?

The output of this analysis will establish the foundations for the business case for change and the input to programme based approach to managing the change.