Topic

Models of
Planned
Change I
Lewins Force
Field Analysis
and ThreeStep Model

LEARNING OUTCOMES
By the end of this topic, you should be able to:
1.

Describe Lewins force field analysis;

2.

Explain Lewins three-step model of planned change;

3.

Conduct a force field analysis to make a change personally or in the

organisation setting; and

4.

Relate the force field analysis to the three-step model in pushing for
change.

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MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

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X INTRODUCTION
This topic and the next topic present several models of planned change
developed by various researchers over the years. These models involve phases of
change the sequential states or steps that organisations must go through to
achieve successful change. The models of planned change discussed in this topic
are Kurt Lewins force field analysis and the three-step model of change. We will
also discuss examples showing how a force field analysis can be conducted.

4.1

LEWINS FORCE FIELD MODEL OF CHANGE

Kurt Lewin is well-known for his contribution to organisational change. His

work comprises four elements force field theory, group dynamics, action
research and the three-step model of change. Lewin saw these four elements as a
unified whole in analysing and understanding organisational change. All of them
are necessary to bring about change at all levels, whether it is the individual,
group or organisation level. Lewin stressed the importance of the group in
shaping the behaviour of its members.
As discussed in Topic 2, group dynamics emphasises that group behaviour,
rather than individual behaviour, should be the main focus of change. Lewin
maintained that it is fruitless to change individual behaviour because individuals
are constrained by group pressure and the norms to conform. Therefore,
individual behaviour is a function of the group environment, or field. Any
changes in behaviour stem from the changes in the forces within the field
(Burnes, 2004).
However, understanding group dynamics alone is not sufficient to bring about
change. Lewin recognised the need to provide a process whereby organisation
members can be engaged in changing their behaviour. This led to his
development of action research (which we will discuss in the next topic) and the
three-step model of change.
In undertaking any change initiatives, it is important to recognise the
psychological and social factors that can either drive change or become barriers
to change. Consequently, there is a set of both driving and opposing forces to
change. Lewin viewed change as a dynamic process which takes the form of an
on-going struggle between two sets of forces:

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TOPIC 4

MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

(a)

Driving Forces
This set of forces pushes in the direction of change; and

(b)

Restraining, Opposing or Resisting Forces

This set of forces pulls back, against the direction of change.

This is normally portrayed as a fforce field. In this field, a stable situation occurs
when there is a state of equilibrium between the two sets of forces. In other
words, there will be no change when the two opposite sets of forces are in
balance. Figure 4.1 shows the base diagram of a force field analysis.

Figure 4.1: A force field diagram

Source: Grieves (2010)

The current state of equilibrium (the status quo) must be destabilised in order to
initiate change. This can be done in one or a combination of the following three
basic ways:
(a)

Increasing the strength of the forces pushing for change;

(b)

Reducing the strength of the forces resisting the change; and

(c)

Changing the direction of a force so that a restraining force becomes a

driving force.

To illustrate, suppose that a group of employees were asked to change from

working individually in special tasks to working in a team of multi-skilled
workers. A simplified set of pushing and restraining forces for these
employees is shown in Figure 4.2.

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MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

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Figure 4.2: A force field analysis of multi-skilled teamwork

Source: Rollinson (2005)

Another example of force field analysis is shown in Figure 4.3. It illustrates an

analysis of the performance of a work group. The arrows represent the forces,
while the length of the arrows corresponds to the strength of the forces. This
analysis reveals four forces for change, with competition from other groups
and supervisors pressure being the two stronger forces pushing for higher
performance. It also reveals the four forces for maintaining the status quo
(restraining forces for change), with group performance norms and welllearned skills being the two stronger forces that are resistant to change.
In this case, efforts to change to a higher level of group performance, shown by
the darker band in Figure 4.3, should focus on the stronger forces maintaining
the status quo. This might entail changing the performance norms of the work
group and helping group members to learn new skills.

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ANALYSIS AND THREE-STEP MODEL

Figure 4.3: A force field analysis of work group performance

Source: Cummings & Worley (2005)

Figure 4.4 presents a general model of force field analysis to show how desired
conditions can be achieved from current conditions. To move to the desired
condition, for example, a higher level of employee performance, the driving
forces must be greater than the restraining forces. The condition is stabilised in
equilibrium when both sets of forces are equal.

Figure 4.4: Force field model before and after change

Source: McShane & Von Glinow (2009)

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ANALYSIS AND THREE-STEP MODEL

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To summarise, initiating changes using this force-field analysis involves the

following three steps:
(a)

Identifying the driving forces for change (the push factors);

(b)

Identifying the restraining forces for change (the pull factors); and

(c)

Increasing the strength of the driving forces, or reducing the strength of the
restraining forces, or both. At a more challenging level, change the direction
of a force so that a resisting force becomes a driving force.

SELF-CHECK 4.1
Describe how a force field analysis can be conducted.

ACTIVITY 4.1
1.

Identify an employee behaviour in your organisation that needs to

be changed.

2.

State the driving forces for the change in behaviour.

3.

State the restraining forces for the change in behaviour.

4.

Determine the stronger forces pushing for change.

5.

Determine the stronger forces that are resistant to change.

6.

Recommend the actions that can be taken in order for the behaviour
to be changed.

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4.2

TOPIC 4

MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

LEWINS THREE-STEP MODEL OF CHANGE

Lewin claimed that effective change can occur by unfreezing the current
situation, moving to a desired condition and then refreezing the condition so that
it remains in the desired state. This has led to the three-step model of planned
change. Here, the principles set out earlier in the force field analysis are applied.
The three steps of the model are unfreezing, moving and refreezing.
(a)

Unfreezing
Unfreezing is to change the status quo. The aim is to establish a motive for
change by reducing those forces that maintain the organisations behaviour
at its present state. Unfreezing occurs when the driving forces are stronger
than the restraining forces for change. This happens by making the driving
forces stronger, or by weakening or removing the restraining forces, or a
combination of both.

(b)

Moving
Moving is to transform the status quo to a desired end state. This means
that the old behaviour is abandoned and a new behaviour is adopted. This
involves the development of new behaviour, values and attitudes in the
organisation.

(c)

Refreezing
Refreezing is to stabilise the change by establishing the new pattern as the
normal way to behave. The aim here is to make the new pattern of
behaviour permanent. To enable an organisation to remain in its new state,
the new state must be frozen or institutionalised. This means that the new
state or the new pattern of behaviour must become part of the routine. New
behaviour in the organisation can be reinforced by such mechanisms as
reward systems, organisational culture, norms, policies, structures and
processes.

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MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

Figure 4.5 shows the three-step model graphically:

Figure 4.5: Lewins three-step model of change

SELF-CHECK 4.2
Describe Lewins three-step model of change.

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ANALYSIS AND THREE-STEP MODEL

ACTIVITY 4.2
1.

Use an example to show how Lewins three-step model of change

can be applied in your work organisation.

2.

Changing Behaviour or Attitudes Using the Force Field Analysis

and Lewins Three-Step Model.
Force field analysis is a technique for dealing with change at a
personal or group level. To understand this process, complete the
following tasks.
Step 1:
Identify a personal problem that you are prepared to share with
others. This should relate to an attitude or a behaviour you want to
change, but find difficult to achieve. It could be giving up smoking,
improving your driving etiquette, changing your eating habits,
getting fit, improving your study behaviour to pass exams, and so
on.
Step 2:
Using the force field diagram (Figure 4.1), identify the driving forces
beneath each arrow. These will be related to your motivation to
suceed and include potential positive outcomes. Next, identify all
issues that cause you to resist change (the resisting forces).
Step 3:
The question you need to ask is: How can I minimise the resisting
forces and increase the driving forces? Remember, according to
Lewin, a successful change project involves three steps:
(i)

Unfreezing the present state;

(ii)

Moving to the new level; and

(iii) Refreezing the new level.

Now, draw up an action plan to unfreeze your current situation.
State how you will proceed. Then, when you have visualised the
change you want (the new level), state how you will freeze the new
behaviour and attitudes so that they become your habits.
Source: Grieves (2010)

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ANALYSIS AND THREE-STEP MODEL

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In conclusion, Lewin saw the idea of a force field as a set of tension that affects
the personal (psychological) or social (group) context. He was interested in the
emotional and cognitive forces that block change, such as perception, attitudes,
behaviour and habits. Force field analysis is a tool used to examine how
individuals, as members of social groups, move through transitions by dealing
with the psychological and social barriers, i.e., resistance to change.
The force field model can be linked to the three-step model of change. How does
it work?
Firstly, the state of equilibrium represents a balance of forces for and against
change. The positive force (driving force) might be represented by a much
stronger desire or motivation to give up the old habit. This is onfreezing.
Second, when the positive forces are greater than the negative forces, the
equilibrium is disturbed. The old habit will be eliminated and replaced by the
new habit, or the new pattern of attitude and behaviour. This is moving.
Third, the movement towards the new habit will be sustained if the new state of
equilibrium is reinforced. In other words, the new pattern of attitudes and
behaviour can be reinforced by rewards and recognition, and they become frozen
by repetition and routine. This is called "refreezing".
The next chapter continues the discussion of the models of planned change with
the action research as the focus.

Lewins planned approach to change consists of four elements field theory,

group dynamics, action research and the three-step model of change.

He developed field theory and group dynamics to analyse and to understand

how social groupings were formed, motivated and maintained.

He then developed action research and the three-step model to change the
behaviour of social groups.

In force field analysis, a stable situation occurs when there is a state of

equilibrium between two sets of forces the driving forces and the
restraining forces. The current state of equilibrium (the status quo) must be
destabilised in order to initiate change.

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TOPIC 4

MODELS OF PLANNED CHANGE I LEWINS FORCE FIELD

ANALYSIS AND THREE-STEP MODEL

Lewins planned model of change involves three steps: unfreezing old

behaviour, moving to a new behaviour, and refreezing the new pattern of
behaviour as normal.

Force field analysis can be linked to the three-step model of change.

Driving forces

Resisting forces

Force field

Restraining forces

Moving

State of equilibrium

Opposing forces

Status quo

Phases of change

Three-step model

Refreezing

Unfreezing

Burnes, B. (2004). Managing change (4th ed.). Harlow, England: Prentice Hall
Financial Times.
Cummings, T. G., and Worley, C. G. (2005). Organization development and
change (8th ed.). Mason. Ohio: South-Western.
George, J. M., and Jones, G. R. (2005). Understanding and managing
organizational behavior (4th ed.). New Jersey: Prentice Hall.
Grieves, J. (2010). Organizational change: Themes & issues. Oxford: Oxford
University Press.
McShane S. L., and Von Glinow, M. A. (2009). Organizational behavior (4th ed.).
New York: Mcgraw-Hill.
Rollinson (2005). Organisational behaviour and analysis. Harlow, England:
Prentice Hall Financial Times.