Understanding how businesses manage and implement change is essential for A-Level Business students. Lewin’s Force Field Analysis provides a powerful framework to assess and plan for organisational change.

What is Lewin’s Force Field Analysis?

Kurt Lewin’s Force Field Analysis is a strategic tool developed by social psychologist Kurt Lewin in the 1950s to help organisations understand the factors that influence change. According to Lewin, any situation is maintained by a balance of forces – some that drive change and others that resist it. These forces interact to maintain the current equilibrium or status quo.

The model helps managers identify, assess and manage the various driving forces (which push for change) and restraining forces (which oppose change). By analysing these forces, businesses can make more informed decisions about whether and how to proceed with change.

The concept is based on the idea that change only occurs when the pressure of the driving forces outweighs the resistance posed by restraining forces. Therefore, for change to be successfully implemented, managers must work to either strengthen the driving forces, weaken the restraining forces, or ideally do both simultaneously.

This makes Force Field Analysis a valuable decision-making and planning tool, particularly useful when leading significant organisational changes such as restructuring, adopting new technology, or entering a new market.

Key Components of the Model

Driving Forces

Driving forces are internal or external pressures that create a need for change within a business. These forces make it necessary or desirable to adopt new processes, behaviours, technologies, or structures. Examples of driving forces include:

• Technological innovation: New developments in technology can make current systems or methods outdated, encouraging businesses to modernise.

• Competitive pressures: Changes in the competitive landscape, such as new entrants or aggressive marketing by rivals, may push a company to adapt to maintain or improve market share.

• Customer expectations: As consumer preferences evolve, businesses may need to change their offerings or service models to meet demand.

• Managerial objectives: Visionary leadership or new management may push for a transformation in strategy, culture or operations.

• Economic conditions: A change in interest rates, inflation or consumer confidence can force businesses to adjust pricing, staffing, or investments.

• Regulatory shifts: New laws or compliance requirements can compel a business to alter its policies or procedures.

• Shareholder pressure: Investors may push for changes to improve profitability or sustainability.

Each of these driving forces can vary in strength, depending on the business context, and are typically scored to reflect their relative influence.

Restraining Forces

Restraining forces are the obstacles or resistance that prevent or slow down the change process. These can also be internal or external and typically arise due to fear, uncertainty, or a perceived threat to current structures. Examples include:

• Employee resistance: Staff may fear job losses, reduced authority, or increased workload, and may therefore oppose change.

• Organisational culture: Long-standing practices or norms can be difficult to change, particularly in large, traditional organisations.

• Insufficient resources: A lack of time, money or skilled personnel can make implementation difficult.

• Poor communication: A failure to clearly explain the purpose and benefits of the change may lead to misunderstandings and mistrust.

• Operational disruption: The process of change can interfere with ongoing tasks, damaging performance or customer satisfaction.

• Fear of failure: Managers and staff may hesitate to support a change initiative if the risk of failure seems high.

• Inadequate training: Staff may lack the knowledge or skills needed to adopt new systems or processes.

These restraining forces must be managed carefully. Ignoring them can result in failed implementation or partial success that fails to deliver the intended benefits.

The Principle of Equilibrium

Lewin believed that businesses operate in a state of dynamic equilibrium, where driving and restraining forces are balanced. This equilibrium keeps the business operating in its current state. To implement change, the equilibrium must be altered.

There are three strategies to achieve this:

1. Increase driving forces: Add more momentum towards the change.

2. Reduce restraining forces: Remove or weaken barriers to change.

3. Do both: This is usually the most effective approach.

By shifting this balance, businesses can create a new equilibrium that favours the desired change.

Applying the Model to Assess Change Feasibility

Lewin’s model is most effective when used as a structured planning and evaluation tool. The analysis typically follows these stages:

1. Define the change: Clearly state the intended change and what it aims to achieve.

2. Identify driving and restraining forces: List all relevant factors and evaluate their potential impact.

3. Assign a score to each force: This is usually done on a scale of 1 to 5 or 1 to 10, where a higher number indicates greater strength.

4. Analyse the results: Compare the total driving and restraining forces. If the driving forces outweigh the restraining ones, the change is more likely to be successful.

5. Develop strategies: Create plans to increase driving forces and reduce restraining forces.

6. Implement the change: Put strategies into action, monitor progress, and adjust as needed.

Benefits of Force Field Analysis

• Clarifies change drivers: Helps organisations pinpoint what’s really pushing the need for change.

• Highlights barriers: Makes it easier to identify the specific issues that need addressing.

• Aids planning: Provides a basis for developing detailed implementation plans.

• Encourages participation: Involving different departments in identifying forces can lead to better engagement and cooperation.

• Prioritises actions: Resources can be focused where they are most needed.

Limitations of Force Field Analysis

• Subjectivity: Scores assigned to each force can be based on personal opinion rather than objective evidence.

• Simplicity: Real-life change is often more complex than the model suggests.

• Time-sensitivity: Forces can shift over time, meaning analysis can become outdated quickly.

• Neglects emotional impact: May overlook the psychological aspects of change on individuals.

• Static representation: Does not show how forces evolve during the change process.

Step-by-Step Framework for Using Lewin’s Force Field Analysis

To conduct an effective Force Field Analysis, follow these steps:

Step 1: Define the Desired Change

Clearly articulate what the change is, why it’s necessary, and what it hopes to achieve. Be specific.

Example: Introduce flexible working hours for all staff.

Step 2: Identify Driving Forces

List all forces pushing the business towards the change. Think about pressures from customers, competitors, or internal performance.

Example:

• Employees desire a better work–life balance

• Rising office rental costs

• Competitors already offer flexibility

• Managerial belief in boosting morale and productivity

Step 3: Identify Restraining Forces

List all forces working against the change. Consider employee attitudes, logistical issues, or operational disruption.

Example:

• Managers worry about lack of supervision

• Existing HR systems cannot handle flexible scheduling

• Teamwork may suffer

• Concern over decreased productivity

Step 4: Assign a Score to Each Force

Score each force based on how strong or significant it is. Use a consistent scale, such as 1 to 5, where:

1 = very weak
5 = very strong

Add all driving force scores and all restraining force scores separately to find out where the balance lies.

Step 5: Develop an Action Plan

Based on the balance of forces, decide how to proceed. If restraining forces are too strong, it may be necessary to:

• Provide training

• Update systems

• Communicate benefits more clearly

• Run pilot programmes

• Reassign responsibilities

Step 6: Implement and Monitor

Carry out the change in phases, if necessary. Continue monitoring both types of forces throughout the implementation process to ensure that progress is not hindered unexpectedly.

Worked Example: Upgrading to a Digital Inventory Management System

Scenario: A medium-sized distribution company is considering switching from manual spreadsheets to a digital inventory management platform.

Step 1: Define the Change

Move from a paper-based inventory system to a digital, cloud-based inventory platform to improve accuracy and responsiveness.

Step 2: Driving Forces

• Reduce human error in stock management (score: 4)

• Real-time tracking improves efficiency (score: 4)

• Customers demand faster order processing (score: 3)

• Competitors have already adopted similar systems (score: 3)

• Management wants clearer reporting (score: 3)

Total driving force score = 17

Step 3: Restraining Forces

• Employees are unfamiliar with the new system (score: 3)

• High initial setup costs (score: 4)

• Risk of system downtime or bugs (score: 3)

• Fear of data loss during migration (score: 3)

Total restraining force score = 13

Step 4: Evaluate

With a net positive force of +4, the change is feasible but still faces significant resistance. Management should proceed, but only with steps to mitigate key restraining forces.

Step 5: Strategy

• Run staff training sessions and provide ongoing support.

• Phase in the system regionally to limit risk.

• Back up all data before migration and conduct thorough testing.

• Explain cost–benefit analysis to all stakeholders to justify investment.

Step 6: Implementation

Pilot the system in one region. Gather feedback, resolve teething problems, and then expand rollout to other areas.

Lewin’s Force Field Analysis gives managers a clear visual and analytical tool for understanding the pressures that influence organisational change. By examining both supporting and opposing forces, businesses can make better decisions and implement changes more effectively.