Table of Contents

TABLE OF CONTENTS..............................................................................................................1

FORCE FIELD ANALYSIS.........................................................................................................2

Driving forces..........................................................................................................2

Restraining forces....................................................................................................2

Equilibrium..............................................................................................................3

WHY PEOPLE RESIST CHANGE?...........................................................................................4

WHY PEOPLE ACCEPT OR WELCOME CHANGE?...........................................................5

1. Personal gain.......................................................................................................6

2. Other factors....................................................................................................... 6

Lewin’s change model.............................................................................................6

Unfreezing...............................................................................................................7

Changing................................................................................................................. 7

Refreezing...............................................................................................................7

1. Motivation ...........................................................................................................8

2. Give chance to employees to express opinions.................................................9

5. Launching of the change management program..............................................10

6. Alignment to the organizational systems..........................................................10

ADOPTION OF CHANGE.........................................................................................................10

REFERENCE...............................................................................................................................11
Introduction
Wells, s. (2006) defined restraining forces as the forces that make change more difficult.
Restraining forces are those factors that resist change to occur; few examples are lack of skill and
knowledge, antagonism between the employees and the manager, poor job description. This
paper will elaborate on these factors that do not permit change to occur, how to deal with the
restraining forces, examine the relationship between the restraining forces and the driving forces
for change to maintain the change equilibrium. Before looking at the solution to the restraining
forces to change, lets’ consider the Lewin’s Force field analysis.

Force field analysis

Lewin assumes that in any situation, there are both driving and restraining forces that influence
any change that may occur.

Driving forces

Driving forces are those forces affecting a situation that are pushing in a particular direction;
they tend to initiate a change and keep it going. In terms of improving productivity in a work
group, pressure from a supervisor, incentive earnings, and competition may be examples of
driving forces.

Restraining forces

Restraining forces are forces acting to restrain or decrease the driving forces. Apathy, hostility,
and poor maintenance of equipment may be examples of restraining forces against increased
production. Equilibrium is reached when the sum of the driving forces equals the sum of the
restraining forces. In our example, equilibrium represents the present level of productivity, as
shown below.
Equilibrium

This equilibrium, or present level of productivity, can be raised or lowered by changes in the
relationship between the driving and the restraining forces.

For illustration, consider the dilemma of the new manager who takes over a work group in which
productivity is high but whose predecessor drained the human resources.

The former manager had upset the equilibrium by increasing the driving forces (that is, being
autocratic and keeping continual pressure on subordinates) and thus achieving increases in output
in the short run.

By doing this, however, new restraining forces developed, such as increased hostility and
antagonism, and at the time of the former manager's departure the restraining forces were
beginning to increase and the results manifested themselves in turnover, absenteeism, and other
restraining forces, which lowered productivity shortly after the new manager arrived. Now a new
equilibrium at a significantly lower productivity is faced by the new manager.
Now just assume that our new manager decides not to increase the driving forces but to reduce
the restraining forces. The manager may do this by taking time away from the usual production
operation and engaging in problem solving and training and development.

In the short run, output will tend to be lowered still further. However, if commitment to
objectives and technical know-how of the group are increased in the long run, they may become
new driving forces, and that, along with the elimination of the hostility and the apathy that were
restraining forces, will now tend to move the balance to a higher level of output.

Managers are often in a position in which they must consider not only output but also intervening
variables and not only short-term but also long-term goals. It can be seen that force field analysis
provides framework that is useful in diagnosing these interrelationships.

Why people resist change?

One major reason why people resist change is the potential for loss on a personal level. Note that
objectively there may be little threat, but people may act as if there is one

Some of the things people feel are at risk during change processes are:

 Security
 Friends and contact
 Money
 Freedom
 Pride and satisfaction
 Responsibility
 Authority
 Good working conditions
 Status
The general principle here is that whenever a change is perceived as creating some threat to the
employee having his/her needs met the more likely resistance will be overcome. These mostly
occur;

 When the reason for the change is unclear. Ambiguity--whether it is about costs,
equipment, jobs--can trigger negative reactions among users.
 When the proposed users have not been consulted about the change, and it is offered to
them as an accomplished fact. People like to know what's going on, especially if their
jobs may be affected. Informed workers tend to have higher levels of job satisfaction
than uninformed workers.
 When the change threatens to modify established patterns of working relationships
between people.
 When communication about the change--timetables, personnel, monies, etc.--has not
been sufficient.
 When the benefits and rewards for making the change are not seen as adequate for the
trouble involved or when the change threatens jobs, power or status-quo in an
organization occurs.

Other reasons for resisting change:

Change not needed - status quo is working fine proposed change does more harm than good
lack of respect for person responsible for the change objectionable way of implementing the
change negative attitude towards the organization before the change no opportunity to have input
into change perceived as implying personal criticism change simply adds more work and
confusion. Change requires more effort than to keep status quo bad timing of the change
a desire to challenge authority hearing about the change secondhand the uncertainty principle

The uncertainty principle “states that when people are faced with ambiguous or uncertain
situations, where they feel they do not know what to expect, they will resist moving into those
situations”. In other words, if people don't know what is to come, they get antsy, and resistive.

Why people accept or welcome change?

By knowing why people might accept or welcome change, one must be able to formulate a
communication plan to foster acceptance.

1. Personal gain

People will be more likely to accept change when they see the possibility that they will gain in
some of the following areas:

• Increased security
• Salary increase
• More authority status/prestige
• Better working conditions
• Self-satisfaction
• Better personal contacts
• Less time and effort

2. Other factors

• Provides a new challenge

• likes/respects the source likes the way change is being communicated reduces boredom,
provides opportunity for input, improves future perception that the change is necessary to
conclude, the main role of the change manager is to work towards reducing the resistance
towards change, and increasing the enthusiasm and level of commitment for the change.

In general, most people will have mixed reactions towards proposed change, so the change
agent can be helpful in highlighting the positive aspects in a realistic manner.

Management of restraining forces

Lewin’s change model

This model defines three stages in the process of change, each assists the organizational change
by:

• Allowing the process to be understood

 • Providing milestones for evaluating progress towards the change

Unfreezing

This is the shake up phase perhaps triggered by declining sales or profits. The result is an
acceptance that the existing structures and ways are not working to get people ready for change it
is necessary to develop an awareness of the:

• Necessity of change
• Nature of change needed
• Methods planned to achieve the change
• Needs of those affected
• Ways that progress will be planned and monitored

Changing

This is the process of devising and implementing the change:

• Define the problem

• Identify solutions
• Devise appropriate strategy to implement change
• Implement solutions

Refreezing

This is the process of maintaining the momentum of change:

• Locking in the changes

• Stabilizing the situation
• Building relationships
• Consolidating the system
• Evaluation and support
• Preventing any going back to the old ways

Roger N. (2006) stated that refreezing is complete when the new patterns are accepted and
followed willingly to:
  Establish a sense of urgency by creating a compelling reason (vision & understanding)
for why change is needed.

 Form a coalition with enough power to lead the change.

 Create a new vision to direct the change and strategies for achieving the vision.

 Communicate the vision throughout the organization.

 Empower others to act on the vision by removing barriers to change and

encouraging risk taking and creative problem solving.

 Plan for, create, and reward short-term “wins” that move the organization toward the new
vision.

 Consolidate improvements, reassess changes, and make necessary adjustments in the new
programs.

 Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.

In summary, management of restraining forces for change could be a straining task, but
following these procedures can eliminate them

1. Motivation
Before your employees are really motivated to work at change, they must be convinced of the
personal and professional benefits to themselves, as well as to their organization. In addition,
management must realize that work will slow during the transitional process. Often temporary
help must be brought in or overtime authorized to help get the more mundane tasks
accomplished. Learning is often awkward, requiring a great deal of practice before new habits
are automated. Practice, of course, means making mistakes and taking time to correct them.

Because of these factors, commitment is mandatory at the highest levels of the organization.
Upper management in particular must create a clear, realistic vision. All too often, organizations
develop vision statements that are too vague or idealistic. The vision must be something people
can buy into. It must be "symbolized" with a theme, and it must have its champions at the highest
level of the organization.
Once realistic themes have been developed, upper management must create a mission, goals and
objectives specific to individual departments. Then management must sell these missions, goals
and objectives to members of the various departments.

2. Give chance to employees to express opinions

Persuasion needs a user-friendly approach. User-friendly in this context means giving employees
an opportunity to vent, to express their own ideas and to make mistakes. It means that managers
involved in the process must remain positive and approachable, and have an encouraging
demeanor.
At this point managers should coach and encourage rather than criticize or punish. Self-
righteous, critical or condescending behavior will only frighten people back into their old tried-
and-true behaviors. In helping employees adapt to new conditions, managers must not assume an
“I'm right you're wrong” stance. Workers immediately will become defensive. Moreover, they
will tune the managers out, become argumentative or passively resist the changes they're being
asked to make

4. Promote changes with workshops

Part of the change process involves conducting teambuilding and management development
workshops to promote change, get input on needs and work with different management styles.

Keep in mind that people respond better to workshop exercises that have "face validity" -- that is,
whose content is related to the work people actually perform. The workshop should combine process
and content. Participants must be encouraged to learn more about one another personally, and to build
a level of trust. They should be given content-specific tasks to perform together. This will enable them
not only to improve their actual working conditions and move toward the desired process or cultural
changes, but also to work more effectively with each other in the future.
5. Launching of the change management program
While smaller companies and organizations might be able to just dig in and start the process, in
larger organizations it may be necessary to create some drama. Thus the firm might want to
develop a large-scale kickoff program involving as many people as possible

This all-day affair should be exciting and motivational, and encourage the participation and ideas
of all attendees, who should be provided with a means of ensuring their ongoing involvement in
the process.

6. Alignment to the organizational systems

Too often, alignment behind a company's goals, objectives, values and beliefs is taken for
granted. This is a potentially fatal mistake. So starting from the top, the highest levels within the
organization must agree on the values and desired cultural changes. Then they must
communicate these and get a buy-in at other levels of the organization. You must ensure that the
words and slogans being used have the same meaning across all levels.
When all is said and done, change can be exciting, and if managed correctly, it will be a vital
component in the vitality and continued growth of your organization. So go for it!

Adoption of change

Donald, K (1985), elaborates that adoption of new ideas and techniques does not occur naturally
but results from hard work, trial and error. It is important to recognize this fact and to make an
effort to develop information that is concise, readable and to the point and to make sure the
information reaches people who can use it. A broad spectrum of skills is needed to lead to
effective management of innovation and change. There is no magic formula for success--no
such formulas exist.

Multiple channels of communication should be used to promote the adoption of an innovation.

Never expect one report, one presentation, one telephone call or one conference to accomplish
everything. Successful programs need to be carefully conceived and carried out. Human
contacts are critical ingredients, and need to be used along with good written and visual
materials. These materials are useless without an understanding of the needs, limitations and
problems of the user.

Change agents can bring innovation for the user by examining their preconceived notions about
the way things should be done. Personnel have to be receptive to change themselves, they have
to be able to evaluate new ideas objectively and see their users --not as they have been --but as
they might be.

Recommendation

Reference

Donald, K (1985). How to Manage Change Effectively

Wells, S. (2006). Managing Change in organization. Washington

Roger N. (2006). Plan for Implementing Change. CSE & Enterprise Systems Center.

Lehigh University.