1.
LEWIN’S FORCE FIELD THEORY OF
CHANGE
PRESENTED BY
SASIKANTH CHILLA

2.
INTRODUCING KURT LEWIN
• American social Psychologist (1890-1946)
• Argued that successful businesses tend to be constantly adapting to their
environment and changing, rather than being inflexible

3.
LEWIN’S CHANGE MODEL
• UNFREEZING – Reducing strength of forces which maintain current equilibrium
• MOVING– Developing new organizational values, attitudes and behaviours to
help move the organization on
• REFREEZING – Stabilizing after the changes have been made so that there’s a
new equilibrium

4.
PURPOSE
• Identify the forces which support change and as well as those which will act
against it
• Evaluate the relative strength of forces that affect alternative solutions to perform
problems or business opportunities
• Help analyze and prioritize solutions to problems or areas needing improvement
• Assess the causes of performance problems or inhibitors to business
opportunities

5.
ADVANTAGES
• Provides a means to analyze ways to minimize or eliminate barriers to goal
attainment
• Helps to recognize circumstances which can and cannot be changed
• Identified by a needs analysis
• Brings into the open factors which will work for and against the closing of a gap

6.
STEPS
• Describe your plan
• Identify forces for change
• Identify force against change
• Assign scores
• Analyze and Apply

7.
DRIVING FORCE
• Force affecting a situation that are pushing in a particular situation
• It is the positive force for the change
• It works as an aid
Ex: Improving productivity in a work group, competition and pressure from
supervisor

8.
RESTRAINING FORCE
• Forces acting to decrease the driving force
• It is the obstacle to change
• It works as a barrier
Ex: Poor Maintenance of equipment. Lack of training

9.
EXAMPLE

10.
EXPLAINING FORCE FIELD ANALYSIS
• There are forces driving change and forces restraining it
• Where there is an equilibrium between the two sets of forces there will be no
change
• In order for change to occur the driving force must exceed the restraining force

11.
CONCLUSION
• This tool has a long history and still maintains it’s utility. Use it when your team is
blocked in some way or you need to see the wider picture in a change program. It
is an essential tool and it’s simplicity is a profound way of looking at an
organization

12.
THANK YOU