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K. Levin's "field" theory and features of its application in practice

ANALYSIS OF FORCE FIELD IN MANAGEMENT PRACTICE

Ivanov M.A.(Department of Management and Marketing, MSTU)

Among the factors causing or preventing change, driving and restraining forces of change are distinguished. The method of representing change in the form of an analysis of the field of forces was described by Kurt Lewin, proposing to consider the situation as being in a certain balance - on the one hand, the object of change is affected driving forces, on the other hand, deterrents hinder.

In order to make a change, it is necessary to bring the situation out of balance, that is, the magnitude or quantity of driving forces must be greater than the restraining forces.

For the situation of implementing an operational management information system, the force field diagram represents the following.

The diagram schematically shows the reasons why people may resist change, the driving forces and their potential, the potential of the forces of resistance assessed subjectively at the moment.

The diagram shows that the potential of the restraining forces is slightly greater than the driving forces, so the control task is:

a) in eliminating or reducing the influence of restraining forces

b) in increasing the driving forces of their quantity or significance for people influencing the situation. Let's take a closer look at the driving forces.

Knowledge of management by some department heads determines the need for real information for informed decision-making and control over the implementation of assigned work.

The manager's initiative is to establish a regular management system for the implementation of basic functions, a control system and automatic decision-making.

The need to reduce the loss of time for searching and checking the necessary information about products during shipment, production times new party, quantity of raw materials, etc. formed from the experience of excessive communication and chasing each other.

The need for detailed information to analyze the results decisions made and planning based on detailed statistics for past periods.

The restraining forces are expressed as follows.

“It’s easier to be innocent in the fog” - a person’s ordinary desire to hide his mistakes or miscalculations is caused in this situation by more traditional life wisdom than by the desire to hide the results.

The threat of detection of deviations by the control system has the greatest impact on resistance to implementation.

The opinion of performing unnecessary functions is corrected by clear formulation in job descriptions and focusing the measurability of work results on documentary form - reports.

Lack of skills and habits of quickly performing operations to reflect results and transfer information to internal consumers.

Based on this analysis, it is necessary to focus the attention of managers on the loss of time and reasons, use examples of decision-making based on accurate information and compare with decisions on previous indicators.

2000

An analytical tool for determining the driving and restraining forces of change is K. Lewin’s model “Analysis of the Field of Forces”.

Changes in an organization involve dividing the forces involved into forces of promotion and forces of resistance to change. Under the influence of these types of forces, the organization is in a state of equilibrium. Changes occur the moment the existing equilibrium is disturbed and continue until equilibrium is restored at a new point.

Some people tolerate change relatively easily and even enjoy participating in it. Others see change as an inconvenience and a threat. It is important for a manager to be able to establish a balance between enthusiasts of change and skeptics, since the former stimulate change, and the latter, by questioning the proposals of enthusiasts, force them to think through their proposals more carefully. Most of us are generally neither big supporters nor opponents of change, although some changes may evoke strong feelings in us and we may have our own beliefs about how they should be implemented.

To analyze the situation preceding the change, K. Levin proposed a model that was original in its simplicity, which he called “Analysis of the Field of Forces.” (Fig. 2) Its essence lies in the fact that at every moment the organization is in an equilibrium state under the influence of two types of forces:

Driving;

Containing.

Rice. 2.

Driving forces:

1. Management support.

Management understands that in order to prevent the loss of potential profits, it is necessary to achieve maximum productivity from the workforce. Well-designed work should create internal motivation, a sense of personal contribution to the production of products. It is necessary to train the employee to complete the task so that the level of work performed brings not only the awareness that the amount of work has been completed, but also self-affirmation and raising the status of the employee in the enterprise.

2. Training system.

Maximum development of professional skills, the opportunity to gain new knowledge and the ability to find oneself in a new environment, creating opportunities for career growth. These are not just conditions for good work, but an opportunity for more complete self-realization. The need to increase the sales market.

Profit is main goal in the activities of each enterprise. This change is significant character, since it will improve the efficiency of the enterprise and achieve better results, i.e. raising qualification level employees, we will ensure timely execution of services, thereby increasing the competitiveness and profit of the organization.

However, an increase in driving forces may entail an increase in the restraining forces that counterbalance them. Therefore, the tactic of reducing restraining forces is usually preferable. IN in this case To shift the balance, we will try to turn restraining forces into driving ones.

3. Competition:

In order not only to remain in the market, but also to function successfully in it, it is necessary to constantly increase your competitive advantages. High quality products plays an important role in the struggle for consumers.

Restraining forces:

1. Lack of funding.

2. Lack of specialists

3. Staff resistance.

The resistance in this case was due to staff resistance. This may be due to fear of being fired, lack of information about job requirements and the responsibilities of the new position. Knowing the causes of resistance, you can choose the right way to overcome this resistance. The most appropriate approach to reduce resistance in this situation is to present information.

The result of analyzing the change situation is the choice of change strategy, which depends on:

1. the pace of change;

2. degree of management by the manager;

3. the need to attract external experts;

4. concentration of external forces.

The most significant limiting force in this case is the lack of specialists.

The pace of change will be slow, since this change requires a more qualitative approach to the selection of specialists available on the labor market.

Fig.3

To carry out changes in an organization, the following change strategies are used:

directive (imposition of opinion on the part of the manager);

based on negotiations (recognition of the legitimacy of the interests of others);

regulatory (use of external consultants);

analytical (clear definition of the problem, involvement of experts);

action-oriented (high involvement of people).

The enterprise will choose a directive change strategy, since the solution to this issue is within the competence of management.

Whether people have a positive or negative attitude toward change depends not so much on the results of the change, but on whether people's need to control the situation leading to change has been satisfied. The perception of the success of change is associated not so much with the actual state, but with the gap (in the perception of people or organizations) between what they expected from the change and what actually happened, with their ability to adapt to the changing situation.

Here it is impossible not to mention once again the desire of individual managers to rush in and carry the organization “out of the frying pan and into the fire”, when one large-scale change project is replaced by another, without giving employees a break. Sooner or later, people get tired of constantly “storming the Winter Palace”; they simply need periods of stability. Therefore, when assessing the possibility of starting the next change project, it is necessary to think about whether we managed to adequately complete past undertakings, and to what extent the employees involved in the changes are tired of previous metamorphoses. There are other factors that need to be taken into account as we strive to enter the new “sea of change”.

The founding father of change management, Kurt Lewin, proposed a simple and straightforward tool to assess the extent to which the drivers of change are outweighing the potential resistance to change.

Concept of analysis " force field“is one of the tools that will help you take the necessary actions to overcome resistance and ensure the proper energy for the planned changes. This method involves active analysis and assessment of the current state of affairs.

When defining the objectives of an organizational change project, you are often unsure of what exactly to do. In cases where it is difficult to make a decision because there are too many pros and cons and it is difficult to “weigh” it all in your head, a force field analysis map is used.

“Force Field Analysis” is an analysis of the balance of factors or forces that promote change (driving forces of change) and, conversely, suppress them (forces of resistance).

These forces can originate both inside and outside the organization: in the characteristics of people's behavior, their way of thinking, core values, or in the systems and processes, resources that exist and stimulate the organization's ability to create effective change.

The “force field” model represents the current situation as a dynamic equilibrium governed by many factors that “leave things as they are.” To move towards a goal, it is necessary to evaluate the resistance and try to change this balance in favor of the forces aimed at achieving the goal. Which force is greater? For or against?

Achieving the result of change is nothing more than moving the balance line to the right - towards achieving the goal. It can be achieved by strengthening or adding driving forces, reducing or pushing back restraining forces, or a combination of these measures.

This type of analysis can be carried out in the form of a “brainstorming” or using Delphi methods or expert assessments. Each identified force can be assessed, for example, using a 5-point system and a weighted assessment of the “Whose took it” type can be derived.

Guidelines for Conducting a “Force Field Analysis” Specify the change or decision that will be analyzed. When conducting a “brainstorming” in a company to identify the forces acting “for” and “against”, the use of questioning techniques is required.

1. Define the question.

2. Specify it:

· in the context of the present situation, · in the context of the desired situation.

3. Take an inventory of driving forces and restraining factors (they could be people, materials, organization, environment, etc.).

4. List the forces or activities that may help eliminate or neutralize the forces of resistance or create additional driving forces of change.

To do this, it is better to find/formulate ways:

· strengthening support (for example, by engaging with key supporters);

· provide more visible support in your plans (for example, linking measures to priority client requirements);

· the connection of your solution to this support (for example, the solution could facilitate the achievement of a key goal that is important to the CEO).

Once you've completed the drivers of change, categorize the restraining forces.

· Obstacles. Conditions, events, things for which there is no obvious means (rules, policies, laws) to reduce or eliminate their effects.

· Restrictions. Limit the progress or success you hope to achieve (resources, budget, time).

· Visibility. Untested assumptions or expected opposition (“We’ve never done this before!”).

Identify steps to “neutralize” restraining forces.

· Obstacles. Look for ways to circumvent or change policies or rules.

· Restrictions. Look for alternative approaches that will save resources, or possible sources additional time, money, etc.

· Visibility. Try to better understand the situation and overcome your fears.

Determine what “neutralizing” actions are necessary/desirable and include them in your plans:

· focus on issues within your sphere of influence and control and that of the sponsor of the change project;

· Identify people who will help your team solve these problems or remove obstacles.

Examples of forces for change and forces of resistance When intensified alone, the driving forces can stimulate change very well, but also the tension increases due to the emergence of new forces of resistance. If the drivers of change have been strengthened, this new level The balance of power needs constant and stable support, or the effect of change may be lost. Let us give examples of driving forces and resistance forces.

“Strength” can be anything: an unsatisfied need of a client, a manager or official with his own opinion (and great powers!),

new equipment/technology, strategic goals, unsatisfactory product quality, etc.

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2.2 Analysis of the force field using K. Levin’s model

An analytical tool for determining the driving and restraining forces of change is K. Lewin’s model “Analysis of the Field of Forces”.

Driving;

Containing.

Rice. 2. Application of K. Lewin's diagram

Driving forces:

1. Management support.

2. Training system.

Profit is the main goal in the activities of every enterprise. This change is significant, as it will improve the efficiency of the enterprise and achieve better results, i.e. By increasing the qualification level of employees, we will ensure timely execution of services, thereby increasing the competitiveness and profit of the organization.

However, an increase in driving forces may entail an increase in the restraining forces that counterbalance them. Therefore, the tactic of reducing restraining forces is usually preferable. In this case, to shift the balance, we will try to turn restraining forces into driving ones.

3. Competition:

Restraining forces:

1. Lack of funding.

2. Lack of specialists

3. Staff resistance.

The result of analyzing the change situation is the choice of change strategy, which depends on:

1. the pace of change;

2. degree of management by the manager;

3. the need to attract external experts;

4. concentration of external forces.

The most significant limiting force in this case is the lack of specialists.

The pace of change will be slow, since this change requires a more qualitative approach to the selection of specialists available on the labor market.

Fig. 3 Strategic continuum

To carry out changes in an organization, the following change strategies are used:

directive (imposition of opinion on the part of the manager);

based on negotiations (recognition of legitimate interests
others);

regulatory (use of external consultants);

analytical (clear definition of the problem, involvement of experts);

action-oriented (high involvement of people).

The enterprise will choose a directive change strategy, since the solution to this issue is within the competence of management.

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I
Force field analysis is a very useful tool for identifying methods to change a given situation. It is assumed that in a stable situation, the forces acting against change are balanced by the forces acting against them. Thus, any change in forces will result in a shift in equilibrium and one of the sets of forces will prevail (see A1.1).
The method for performing force field analysis is as follows:

Forces driving change
forces that resist change

In the created status quo, the forces promoting the implementation of [imputations] are balanced by the forces opposing changes
The nature of the changes required.. Analysis\force fields
4 1. Determining the nature of the necessary changes.
1 2. Brainstorming, or compiling a list of forces that contribute to change. Identification of forces in a compiled list using the Pareto rule. Drawing up an action plan based on this analysis.
This method can be used in any organization
to identify the people and forces that promote and hinder change. If you want, weigh these forces - those that are major are indicated by a longer arrow, weak ones - by a short one. This way, you will essentially paint a picture of what promotes change and what hinders it. For its completeness, it is useful to include the hidden and explicit goals that motivate people.
Conducting a force field analysis will allow you to identify those in the global team who agree with the changes and are able to give you support.

Setting goals
Goals must be clear and understandable to each of the parties involved from the very beginning. Employees and managers need to know where they are going and what the results will be.
It is very important that goals meet the conditions expressed by the acronym CORIS; they must be specific, time-bound, realistic, measurable and agreed upon (details in Chapter 13). , ; ¦¦
Interpretation of calculations
Below are important relationships used to interpret the calculations.
Liquidity ratios
Current Ratio ~ Current Assets/Current Current Liabilities... />Even if the ratio shows the excess of working capital over current current liabilities, it is still necessary to examine the calculations in order to realize the assets within the time period required to cover the debts. This ratio is of particular importance when expanding production, as it identifies places where the business is trading in volumes beyond its available funds.
Company's current liabilities ratio = (Current assets - Inventories)/Current current liabilities
The above formula eliminates inventories that are often difficult to liquidate and may be overpriced in calculations: it is considered a more cautious method of assessing liquidity.
! Cost-benefit analysis
Return on capital employed = Earnings before interest on capital/Capital employed (percentage) -

This formula is used for calculations both before and after taxes, so it should be used as a standard with caution - it must be remembered that like is only compared with like. This formula is useful for assessing different business divisions.
Return on Equity = Net Profit After Tax/Distribution to Stakeholder Funds (Percentage) .h f
Any company wishing to raise funds from stock market, must know what kind of profit it can guarantee to investors. Number after tax payments the numbers before they are paid out are much more important. It is important not to confuse these numbers. Sometimes the final statements compress profits to achieve sustainable growth given coefficient.
Profit ratio = Profit/Turnover (in percent);
In this formula, good tools for measuring profit can be gross profit, operating income and net profit. This very valuable ratio is useful for determining the actions of competitors and for comparing various divisions of the company, determining the level of internal and external sales; it is also important when working out subsequent actions in the field of pricing (raising or lowering prices). "" "

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