Force field analysis (FFA) is an organizational planning and decision-making tool used to examine the driving forces for change and the restraining forces against change. It enables managers and entrepreneurs to list (brainstorm), discuss, and assess the various reasons for and against a proposed change. FFA was devised by German-American social psychologist Kurt Lewin (1890 - 1947).

Change is often difficult, for individuals and entire organizations. Hence, the use of FFA can be used to examine whether change is needed, and if so it provides the justification for doing so. Change is often met with apprehension, fear, and resistance. This is particularly the case if change is not effectively communicated and explained to key stakeholder groups.

Driving forces are the factors that push for or support change. By contrast, restraining forces are the factors that act against or obstruct change.

Brexit - FFA can be used to help with decision making

Force field analysis involves the decision makers listing all the driving and restraining forces for and against change. These forces are then numerically weighted, in terms of their relative degree of importance. For example, a firm might be considering whether to offshore its production in an overseas location.

In such a case, driving forces might include the following:

• Lower labour costs in an overseas location

• Improved competitiveness due to lower costs, lower prices, and higher profitability

• Access to customers in overseas markets.

Restraining forces (against offshoring) might include:

• The costs of staff redundancies

• Costs of hiring and training new staff

• Lack of local knowledge, thus increasing the risks of operating overseas.

These factors are then put together in a FFA diagram, as illustrated below:

In order to decide which option to pursue, FFA requires each driving and restraining force to be weighted, using a scale (usually from 1 to 5*) to indicate the level of importance of each factor to the organization, thereby aiding decision making in an objective and quantifiable way. The higher the number, the more significant the factor is for the business.

In the case below, as the driving forces (13) outweigh the restraining forces (10), the decision should be to go for the offshoring option.

* Although the weights can be out of any number, say out of 10, using a smaller scale (out of 5) pushes decision makers to think more carefully about the potential and likely impact(s) of each driving and restraining force. The larger the scale, the more room there is for errors/subjectivity.

Lewin argued that it makes more sense to focus on the restraining forces and learn what is restraining the change. This is because it is easier to focus on the good points and the incentives for change, but people often underestimate the power of resistance to change within organizations.

 Advantages of using force field analysis

The advantages of using force field analysis as an organizational planning and decision-making tool include:

• Force field analysis offers a straightforward illustration of potentially complex decisions in a way that is easy to interpret.

• FFA is a flexible organizational planning tool that can be used in a wide range of scenarios.

• By requiring managers to apply weights for each force, this organizational planning tool makes decision making more objective and sensible.

• In addition, applying numerical values to the forces for and against change makes managers consider the relative importance of each of these factors.

• Strategically, senior managers can use FFA to see which restraining forces should be tackled and/or which driving forces can be strengthened in order to make the change happen.

  Disadvantages of using force field analysis

The drawbacks of using force field analysis as an organizational planning and decision-making tool include:

• Force field analysis does not really account for qualitative factors that affect decision making. This is because such factors are difficult to quantify, so are often not included. This limits the validity of the outcome of the analysis, and hence FFA as a planning and decision-making tool.

• Similarly, not all factors are necessarily included, perhaps due to ignorance or potential bias (especially is managers are trying to orchestrate a particular outcome).  This reduces the usefulness of FFA as an organizational planning tool.

• The allocation of different statistical weights for each of the driving and restraining forces is somewhat subjective, rather than scientific. They are rarely based on facts, figures or evidence, but rely on opinions or perceptions. Managers can therefore be biased in the use of weights to push for a desired decision.

• Force field analysis can be difficult to apply for an overly complex problem or issue with many interrelated factors and multiple outcomes or decisions. It is best suited for simplistic and focused strategic options.

Steps in constructing and using a FFA

1. Write down the goal in the middle of the planning sheet.

2. Brainstorm the driving forces that will help the goal to be achieved. Place these on the right hand side of the diagram.

3. Brainstorm the restraining forces that will work against the goal from being achieved. Put these on the right side of the diagram.

4. Add the weights to each of these forces from 1 to 5 (with 1 = weak, 3 = medium, and 5 = strong) or from 1 to 10. Place these weights next to each of the driving and restraining forces. A high weight or score for a restraining force means this could make it very difficult to achieve the goal. However, a high weight or score for a driving force means it will be easier to achieve the goal.

5. Determine which are the highest priority forces to work on. For example, this could mean strengthening certain driving forces and/or targeting specific restraining forces to reduce.

6. Develop appropriate action plans to manage the high priority forces identified in the FFA.