Were the perceptions accurate? How could they be influenced? 3. What were the perceived benefits of change? Were the perceptions accurate? What was the probability of achieving these benefits? Were the employees and managers dissatisfied with the present state? Why? What were the costs of not changing? 4. Did the organization incur the costs of change prior to the benefits? If so, why did the organization agree to this risk? (i.e., incurring rather definite costs but indefinite benefits?) Toolkit Exercise 6.4 Understanding the Forces for and Against Change: The Force Field Analysis Consider an organizational change situation you are familiar with. Use the following questions to guide you through the process of drawing a force field analysis. 1. What are the forces for change? Include external forces as well as a consideration of key individuals or groups. How strong and committed are these forces? (Who will let it happen; who will help it happen; who will make it happen?
Were the perceptions accurate? How could they be influenced? 3. What were the perceived benefits of change? Were the perceptions accurate? What was the probability of achieving these benefits? Were the employees and managers dissatisfied with the present state? Why? What were the costs of not changing? 4. Did the organization incur the costs of change prior to the benefits? If so, why did the organization agree to this risk? (i.e., incurring rather definite costs but indefinite benefits?) Toolkit Exercise 6.4 Understanding the Forces for and Against Change: The Force Field Analysis Consider an organizational change situation you are familiar with. Use the following questions to guide you through the process of drawing a force field analysis. 1. What are the forces for change? Include external forces as well as a consideration of key individuals or groups. How strong and committed are these forces? (Who will let it happen; who will help it happen; who will make it happen?
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