Kurt Lewin developed the Force Field Analysis model to analyze the driving and restraining forces affecting change. He proposed a three stage model of change: unfreezing, changing, and refreezing. In the unfreezing stage, restraining forces are overcome to prepare for change. The changing stage involves implementing the actual changes. In the refreezing stage, the changes are stabilized and embedded as the new norm. Effective change management strategies include identifying a real need for change, finding an idea to address it, considering costs/benefits, gaining support, implementing gradually, appointing champions, and addressing post-change problems.

1. FORCE FIELD ANALYSIS
BY: KURT LEWIN

2. May the Force be with you, or against
you.
Kurt Lewin wrote that "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)".

3. Force Field Diagram

5. The Kurt Lewin
Change Management Model
Stage 1: Unfreezing
- This stage is about getting ready to
change. It involves getting to a point of
understanding that change is necessary,
and getting ready to move away from our
current comfort zone.
- it involves moving ourselves, or a
department, or an entire business towards
motivation for change.

6. The Kurt Lewin
Change Management Model
Unfreezing and getting
motivated for the change is all about
weighing up the 'pro's' and 'con's' and
deciding if the 'pro's' outnumber the
'con's' before you take any action.

7. The Kurt Lewin
Change Management Model
Stage 2: Change - or Transition
- inner movement or journey we
make in reaction to a change.
- occurs as we make the
changes that are needed.

8. The Kurt Lewin
Change Management Model
Stage 3: Freezing (or Refreezing)
- establishing stability once the
changes have been made. The
changes are accepted and become
the new norm.
- supporting the desired change
to make sure it continues and is not
lost.

12. STATEGY FOR MANAGING
CHANGE

13. Strategy for Making Changes
1.Determine A Real Need for Change
2.Look for an Idea that Suits the Need
3.Consider the Benefits and Costs of
Change
4.Obtain Support for Change
5.Change by Small Steps at a Time
6. Assign an Idea Champion
7.Determine any Post-Change
Problems and Treat Them

14. Determine A Real Need for Change
The change should focus on a
real need. The need may manifest
itself in terms of a problem, a
challenge, or an opportunity; and it
may be felt by clients, customers,
employees, or managers.

15. Look for an Idea that Suits the Need
An idea is another way of
doing things and a small task force
may be formed to do research on
the problem, or other managers
should be consulted for idea inputs.

16. Consider the Benefits and Costs of Change
The benefits of change in
terms of improved task
performance, innovativeness, and
organizational effectiveness
should be balanced against the
costs that such change would
entail.

17. Obtain Support for Change
Proponents should obtain the
support of the people in the
organization besides themselves.
The scope of support required
depends on the nature and extent
of change contemplated.

18. Change by Small Steps at a Time
It is preferable to carry out
change one manageable step
at a time rather than all at
once.

19. Assign an Idea Champion
Idea Champion
- people in the organization who
take it upon themselves to initiate and
implement changes.
- they are mavericks who seem to
be unable to accept things as they are.
- they are dreamers.
- they are energetic and impatient
but above all they take actions.

20. Determine any Post-Change Problems and
Treat Them
The problems remaining after
the change should not be left
unattended for people would
simply revert to their old ways.