Driving & Restraining Forces Flashcards
Driving & Restraining Forces
Kurt Lewin developed a model to understand the change process. He came up with the concept of the force-field analysis, which determines forces that drive and forces that resist a proposed change. Driving forces are factors that are supporting the change away from the current state. Restraining forces are factors that work against the change. The idea is to try and remove the restraining forces as well as increase the driving forces.
How management can be a driving or restraining force
Management that believe in the change and have the leadership qualities to drive the change is a driving force.
Having an autocratic management style or not having the skills to lead a change can cause resistance.
How employees can be a driving or restraining force
Employees that support the change and are part of a positive corporate culture can help drive the change.
Employees that feel the change is being forced upon them or have a culture that fears the unknown can cause major resistance to the change.
How time can be a driving or restraining force
Organisations that are able to devote enough time to implementing the change will help support it. Also the timing of change in regards to business environments such as trends in the economy may provide support.
Organisations that do not have the required time to implement the change effectively can make it difficult to change. The timing of change in regards to the business environments may form resistance.
How competitors can be a driving or restraining force
Lack of competition in a market may help support the change. Competitors may set a precedence that another organisation can follow.
New competitors may make it difficult to implement a change.
How legislation can be a driving or restraining force
Changes in legislation may force an organisation to change.
Laws may it difficult for an organisation to implement a change. This can be a major hurdle to overcome.
How cost can be a driving or restraining force
The cost of the change may be within budget. The change may also result in lowered costs which will help support the change.
The change may incur large costs which may result in the change being abandoned or not implemented as well as it should be.
How productivity can be a driving or restraining force
If the change will result in increased productivity, it can provide support for the change. If the change will not lower productivity or if there is low productivity during implementation the business may be encouraged to make the change quickly.
If the impact on productivity is negative during the implementation stage or after completion, it can cause resistance.
Organisational inertia
Organisational inertia refers to management’s inactivity or lack of response when faced with proposed changes. Some managers resist change because it requires moving outside and away from their ‘comfort zones’. Many employees and man- agers of the typical organisation desire a safe and predictable status quo.
Force field analysis
Force field analysis outlines the process of determining which forces drive and which resist a proposed change. Driving forces are those forces that initiate, encourage and support the change. The main driving forces for organisational change are changes in the internal and external environments, as outlined in sections 7.2 and 7.3. Restraining forces are those that work against the change, creating resistance. The current conditions, or status quo, result from these two forces ‘pulling’ in opposite directions. Managers who are trying to implement a change must conduct a force- eld analysis to identify and balance the driving and restraining forces. For example, when MicroForte Technologies introduced changes to its operations in response to increasing competition from cheap imports, some employees were initially reluctant to adopt the teamwork approach and four employees resigned as a consequence. They found it dif cult to accept the higher level of accountability and responsibility the restructure called for. However, other employees responded positively and were instrumental in driving the change process. They liked the autonomy they were given and enjoyed the supportive nature of work teams. Businesses have to determine if the restraining forces will outweigh the driving and prevent change or if the driving will outweigh the restraining and change will occur.
