Describe the concept of a Force Field Analysis (FFA)
Force Field Analysis is a technique used to make decisions regarding planning and implementation strategies used to understand the best options that can bring change in either corporate or personal environments. In a practical sense, the technique is used to weigh the effects of two forces that bring a specific change and the pros and cons of the impacts. The (FFA) involves two vital forces that are the driving forces and the restraining forces. The former enables people and organizations to go through changes while the latter prevents individuals from changing but rather to maintain the status quo due to the obstacles associated with it (Heinert & Galindo-Gonzalez, 2015).
Therefore, for one to undergo successful change, the driving force must be greater than the restraining force. However, a comprehensive understanding of individual’s values and experiences is crucial in effecting change in relation to the development of self-awareness and emotional intelligence within the individual expecting the change. Hence, once an organization, for instance, sets strategic goals to achieve in the long run, it will come across positive factors that motivate it to move towards the desired change and the negative factors thwarting the efforts to attain the change (Heinert & Galindo-Gonzalez, 2015). Hence, the negative factors are referred to as the restraining forces while the positive ones are the driving forces.
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An FFA on an issue to change in life
In real life situations, an organization may want to transform its operations from a local market to global market by leveraging high technology following the contemporary digital market status. Various driving forces may help the organization undergo the change process successfully to achieve its goals in line with the organizational mission and vision. Such driving forces may include the organizational executive mandate, increased customer demands, increased efficiency associated with minimum operational costs with massive profits (Heinert & Galindo-Gonzalez, 2015). Conversely, the proposed change may be thwarted by the existing restraining forces like inadequate training among employees on how to use technology effectively, lack of incentives to boost the financing of technological requirements. Limited time and the employees' attitudes towards hitting the objectives of the proposed change in addition to other potential risks associated with the change will restrain the change. Furthermore, the fear of the possible consequences of failure will hinder proposed developments that can result in the successful adoption of new technology. The situation can further be worsened by the organizational trends associated with poor policies implemented to effect the change despite better government’s trade legislation that open, diverse opportunities for adoption of new technology.
How the restraining forces impede progress
A proposed organizational change will experience resistance either from the top leaders or employees. The resistance to change is associated with the human nature of attempting to test various ways of operating businesses; thus, it is crucial to understand the restraining human forces that thwart organizational progress towards attaining the proposed change. Therefore, the most common impediments to change include uncertainty, concern over a personal loss, group resistance, dependence, employees’ trust in the administration and awareness associated with the intended change.
For example, the uncertainties are associated with the worry by organizational leaders on how the change from traditional setting to the global market through technology will impact on their lives (Lunenburg, 2010). The change from the use of paper records to electronic record keeping may cause qualms among employees since they may lack the prerequisite knowledge and skills on how to use technology; hence, leading to incompetence in the workplace. This state of affairs impedes progress towards change. Such impediment may be associated with failure to clearly understand one’s responsibilities and some staff may as well anticipate the loss of jobs due to the reduced workforce as a result of simplified tasks. Hence, all proposed changes regarding the transition from outdated technology to new technology have potential uncertainties that may impede the progress of change.
Again, anticipated concerns over personal loss may impede change progress. This may be due to some employees securing top positions in the administration may lose power, prestige and salary increment may not be possible due to insufficient skills as regards technological operations (Lunenburg, 2010). The general concern among employees in this context involves the fear that the benefits of the change may not match the expected rewards from the organization’s technological shift. Further, the change may limit the contributions of employees to decision-making, accessibility to information and autonomy due to improved security that does not condone unauthorized access (Lunenburg, 2010).
Intervention strategy to enhance the driving forces to make change possible
The first step of the intervention strategy involves the identification of the change that the organization desires to accomplish. After the change identification, the organization should set up the force field diagram. The diagram should briefly describe the change and clearly outlines the driving forces to can enhance the change process and the possible restraining forces. Having a clear knowledge of both the driving and restraining forces will enhance a clear understanding of the strengths of the driving forces and the possible adjustments to be made. Such driving forces may include technology, leadership, organizational culture, past organizational experiences and the reward systems.
References
Heinert, S. & Galindo-Gonzalez, S. (2015). Making Decisions Using Force Field Analysis. IFAS Extension. Florida. University of Florida Press. Retrieved 30/7/2018 from https://edis.ifas.ufl.edu/pdffiles/WC/WC22400.pdf
Lunenburg, F. C. (2010). Forces for and Resistance to Organizational Change. National Forum of Educational Administration and Supervision Journal . Volume 27. Sam Houston State University Press. Retrieved 30/7/2018 from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Forces%20For%20and%20Resistance%20to%20Change%20NFEASJ%20V27%20N4%202010.pdf
