Sharpening the Focus of Force Field Analysis

  title={Sharpening the Focus of Force Field Analysis},
  author={Donald Swanson and Andrew Creed},
  journal={Journal of Change Management},
  pages={28 - 47}
The purpose is to explore the inherent complexity of Kurt Lewin's force field theory through applied analysis of organizational case examples and related methods. The methodology applies a range of tools from the consultancy research domain, including force field analysis of complex organizational scenarios, and applies bricolage and corroboration to emerging discoveries from semi-structured interviews, author experience, critical reflection and literature survey. Findings are that linear… 
A Response to Critique of the Refreeze Step in Lewin's Model of Organizational Change from the Viewpoint of Organizational Behavior
Problem Statement: This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt
The Place of Employee Appraisal and Rewarding in Organizational Change Management: Lessons from Telkom Kenya
This paper postulates that due to the competitive environment within which most organizations have to operate in, there has been a rapid and, arguably, haphazard implementation of organizational
Bridging Strategies and Action: Towards a Method for Change Management in Danish Emergency Management Organizations
ABSTRACT The aim of this paper is to answer how the work of Kurt Lewin can inspire researchers today, which is one of the important questions raised by the call for papers for this special issue. The
Our focus in this paper is on the process of increasing the representation of women in STEM as it occurred in academic departments within a research university explicitly committed to diversifying
Restraining forces and drivers of supply chain collaboration: evidence from an emerging market
Purpose - This paper aims to investigate how restraining forces and driving forces impact supply chain collaboration in the context of Nigeria. Design/methodology/approach - A qualitative approach
When Theory Meets Practice: Combining Lewin’s Ideas about Change with Motivational Interviewing to Increase Energy-Saving Behaviours Within Organizations
ABSTRACT Although more than seven decades have passed since Lewin laid the foundation for how employees’ behaviour could be changed within organizations, his ideas are far from being obsolescent.
The influence mechanism of financial shared service mode on the competitive advantage of enterprises from the perspective of organizational complexity: A force field analysis
It is vital to find that organizational complexity factors in the force filed model have moderating effect on the influence relationship between competitive advantage and financial shared service mode.
An Exploration into the Efficacy of Christian Servant Leadership in Facilitating Organizational Change in the Automotive Aftermarket
Changing market dynamics is threatening the viability of stores in the automotive aftermarket. To provide business leaders strategies with strategies to implement organizational change and address
Factors Contributing to Business Process Reengineering Implementation Success
Factors Contributing to Business Process Reengineering Implementation Success by Mary Elizabeth Dell’Aquila MBA, Walden University, 2006 BA, Westfield State College, 2000 Doctoral Study Submitted in
The driving and restraining forces for environmental strategy adoption in the hotel Industry: A force field analysis approach
Abstract The main purpose of this study was to explore the specific environmental strategies adopted in the hotel industry in Taiwan. Furthermore, through a force field analysis approach, this study


Kurt Lewin and complexity theories: back to the future?
Many writers acknowledge the significance of Kurt Lewin's contribution to organizational change. However, over the last 20 years, where the focus has been on rapid, transformational change, Lewin's
Kurt Lewin and the planned approach to change: A re-appraisal
The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has
Useful Research: Advancing Theory and Practice
This collection examines how Useful Research can be achieved and argues that in order to keep organizational research relevant to theory and practice, the approach must deviate from the orthodoxy of
Institutionalized Resistance to Organizational Change: Denial, Inaction and Repression
An extensive theoretical and research literature on organizational change and its implementation has been accumulating over the past fifty years. It is customary in this literature to find resistance
Field Theory as a Basis for Scholarly Consulting
About 45 scholars throughout the world met recently to celebrate the 50th anniversary of the Tavistock Institute. The Tavistock Institute was the organization that founded action research in Europe
Reflections: Ethics and Organizational Change – Time for a Return to Lewinian Values
Over the last 25 years, much of the debate on organizational change has been dominated by the issue of power and politics. This has led to a decline in interest in Kurt Lewin's Planned approach to
The complexity of organizational change: describing communication during organizational turbulence.
  • Philip J. Salem
  • Sociology, Medicine
    Nonlinear dynamics, psychology, and life sciences
  • 2013
Results reveal identifiable patterns of communication as communication strategies, parameters, or basins of attraction that explain how micro communication patterns intersect and how the accumulation of these patterns may resist or accomplish change at a macro level.
Kurt Lewin and the Harwood Studies
This article examines the importance to the study of organizational change and development of the first phase of the Harwood studies, which were conducted between 1939 and 1947. It examines the
Change Management: The Road Ahead
Welcome to the 11th volume of Routledge’s Journal of Change Management (JCM). 2010, our 10th anniversary, was a great year for JCM as we continued to attract and publish high-quality contributions in
Kurt Lewin's Field Theory: A Review and Re‐Evaluation
Field theory was central to Kurt Lewin's work yet, after his death, interest in it declined significantly until the 1990s when a variant, force field analysis, became widely used. This paper examines