Lewin's Force Field Analysis Model

This topic revision video introduces and explains a popular model for analysing change management - Lewin's Force Field Analysis model.
#alevelbusiness #businessrevision #aqabusiness #tutor2ubusiness #alevels #edexcelbusiness #businessalevel
VIDEO CHAPTERS
0:00 Introduction
0:15 Lewin's Force Field Analysis
0:45 Introducing Kurt Lewin...
1:17 Lewin's Force Field Model
2:38 Explaining Force Field Analysis
3:11 Examples of Forces Driving Change
4:25 Resistance to Change
5:09 Why Change is Resisted
5:53 An Example of the FFA Model Change at Royal Mail
VIDEO SUMMARY
This video is about Lewin's model of force field analysis, a theoretical model that is useful when answering questions on change management. The video explains what the model is and how it can be used to assess the likelihood of success of a change management program.
The key idea of the model is that there are two sets of forces that affect any change initiative: driving forces and restraining forces. Driving forces are those that push for change, while restraining forces are those that resist change. The model suggests that if the driving forces are greater than the restraining forces, then change is more likely to be successful.
The video discusses some of the factors that can be driving forces for change, such as a desire for higher financial returns, a perceived lack of innovation, or a need to change the organizational culture. It also discusses some of the factors that can be restraining forces for change, such as poor communication, self-interest, and uncertainty.
The video then uses the example of the change that took place at the UK's Royal Mail to illustrate how Lewin's model of force field analysis can be used in practice. When Moya Green was appointed CEO of the Royal Mail in 2010, she faced a number of challenges, both internal and external. There were strong forces pushing for change, such as government deregulation of the parcels market and a political desire to privatize the Royal Mail. However, there were also significant forces resisting change, such as a strong union culture and uncertainty among the workforce about what the changes would mean.
Green was successful in reducing the forces resisting change and allowing the forces for change to take effect. This is a good example of how Lewin's model of force field analysis can be used to help assess the likelihood of success of a change management program.

[@tutor2u-official]

More study resources are available here: www.tutor2u.net/business/reference/models-of-change-management-lewins-force-field-model

[@georgebailey771]

This is the best student video I have come across on Lewin's change model - thanks for producing it!

[@izreeshehan5457]

i wish all my school teachers and lecturers were as clear as you...

[@markmitchell2875]

Highly useful video on this important model

[@rconway1357]

Great information. Clear and concise. Thanks.

[@maryannwolfenson875]

Excellent, thank you

[@rudiredmako8117]

That was really good.

[@pamelapieris]

Excellant!

[@joaojose6556]

Thank you for the digestible explanation.

[@tutor2u-official]

Glad it was helpful! Thanks Joao

[@yunmengdong5766]

this is so much better than my 80K MBA

[@happylubasi3076]

Thank you so much, now i can ask my Lecturers questions!

[@tutor2u-official]

Most welcome!

[@memorymwale2543]

Thank you, excellent explanation!

[@tutor2u-official]

Glad you enjoyed it!

[@vinaynandurdikar2005]

Thank you

[@stephensmith799]

Mmmmm…. this has the attraction of being quite simple and easy to grasp. But 'how' questions are not really answered here. It is only one among many models, many of which are very different to this one, notably Applied Drama techniques (of which there are several) and Appreciative Inquiry. The big question for me is 'Which of these to apply in what circumstances by whom?' Of course Grid-Group Cultural Theory suggests that change is immanent in any social system as there is no equilibrium point. According to Cultural Theorists change is inevitable. While vids like this are valuable, we need to think critically about them; particularly as future managers, leaders, organisers, coaches and entrepreneurs. Who is to say that there is a 'need to change the culture of the organisation'? What types of reasoning do these calls for change demonstrate? 'Poor communications' in which direction? Poor understanding of what? There's also a feeling here that change typically comes from the top. This needn't be the case...

[@MelodieCallum]

Do you have any reference materials for this information. This is explained so well but it would be great to see sources of info :)

[@tutor2u-official]

No, sorry

[@pgm1972]

How do you score the numbers again please (1min 56) ? What is this based on ? For example if something scores 5, how is that number reached ?

[@MrNaughty5]

Pierre Mehanna i think those are just weightage of the force resisting or deriving change. For example if 100 emplyees loose their jobs due to the change the weightage will be higher for the force against change.

[@fishhead6818]

You want a forcefield? Get a blanket! If u were a kid u will probably get it

[@elinguiuriel]

Coursera course "Leading transformations: Manage change " brougth me here !

[@ldn2bne]

GMBA Macquarie University 2024 brought me here.

[@carladefgh3437]

he was not american, he was from Poland!

[@fishhead6818]

You want a forcefield? Get a blanket! If u were a kid u will probably get it