Force field analysis is “a process of identifying and analyzing the force field in an organization and then altering those forces to accomplish your change. The force filed is ade up of driving and restraining forces”

The major driving force for the change is the need for HR infrastructure; there is a lack of efficient strategic and tactical HR support. Some of the external forces include; competitors, clients, and available technology. Additionally, the internal individuals would the employees and executive leadership. The executive leadership would play a part in letting it happen, while functions such as; IT, Marketing, Legal, and Finance would help and HR will make it happen. The HR department will need additional headcount, positions will be restructured into new ones and existing HR employees will need advanced HR training. The lack of process will impede any progress and the organization’s culture is “used” to doing things a certain way will act as another deterrent for change to take place. Executing a strong communication plan as well as long-term strategic plans could weaken the force of the culture’s resistance to the change. Also, completing the change in phases as opposed to changing all at once will minimize any resentment. Lastly, implementing a strong change management strategy will enable success. Gaining buy-in from the CEO and executive leadership team will be crucial to advance the change. Leveraging senior and mid-level leaders as part of the change management process will also be key to success. Additionally, sending out surveys to gather data as well as throughout the process as a point of “check-in, and lastly, leveraging HR as the SMEs during the process.

The organization I am doing the change initiative for has undergone major changes in HR. The organization is extremely reluctant of the department as a whole and trust will need to be regained through this process. “The price of failed change is widespread loss of credibility of the noble objective an organization is trying to achieve” (IIEE, 2004).


Cawsey, T.F., Deszca, G., & Ingols, C. (2016). Organizational Change: An Action-Oriented Toolkit. Los Angeles, CA: Sage.

Overcoming resistence to change. (2004). IEEE Engineering Management Review, Engineering Management Review, IEEE, IEEE Eng. Manag. Rev, (3), 72. doi:10.1109/EMR.2004.25109

Post #2

The business dictionary defines force field analysis as “technique for identifying and analyzing the positive factors of a situation that help (‘driving forces’) and negative factors that hinder (‘restraining forces’) an entity in attaining its objectives.

The need for change is driven by the requirements to meet the training standards established by the Unites States Army through doctrine. There are some external forces that are driving forces to this change, some of these are: availability of training aids; competition for training sites; equipments. The opposing forces for this change is the trainability of the mid-grade leaders that are responsible for training the unit. How ready and willing they are to study and understand the standards to which they are required to conduct training.

In order to increase the forces for change, the mid-grade leaders must be trained on the importance of training and to standards. They must be made aware that training your troops to standard will make the unit successful at war; making it more likely to return all their troops home alive. On the external forces, there must be some level of coordination to ensure that resources and equipment can be procured from other units, and instances where these are not available, arrangement can be made to train alongside other units to make use of what they have.

The actions that I have to take to make this change successful is to make my midgrade leaders acknowledge the need for accurate and timely training, it will be dependent on me to train them in order for them to see how right looks like. Any change that may occur is dependent on a shift in this balance or equilibrium where the driving forces need to exceed the restraining forces (Warrilow, 2010).

Warrilow, S. (2010, March). Starting the Change Process. Retrieved July 20, 2018, from

Post #3

Complete The Force field Analysis (Exercise 6.4) for your change initiative due in Week 8. Briefly describe the forces for change and how they could be increased, the forces opposing change and how they could be reduced, and points of leverage. Based on your analysis, what actions can you take to increase the likelihood of a successful change effort?

A force field analysis is defined as “a process of identifying and analyzing the force field in an organization and then altering those forces to accomplish your change. The force field is made up of driving and restraining forces” (Cawsey, Deszca, & Ingols, 2016, p. 206). In order for change to occur, “the driving force must exceed the restraining force” (Morris, 2013, para. 1). After completing the Force Field Analysis, the major force for change for my change initiative is the need for a digital transformation. External factors include online competitors and technological change. To increase the forces for change, HR may plan on hiring and training employees in the IT department to develop technological advancements that will improve the overall store and online website of the company. The force opposing change is whether management hires employees who have the experience and knowledge in developing mobile applications and transforming digital websites. If management hires and trains employees in the IT department, they will be able to gain innovative ideas on how to develop and implement technological advancements to compete with online retailers and other retail stores. Points of leverage include deploying senior level leaders who support the change and will recruit and hire individuals who can help the company grow.

Based on my analysis, leaders will need to strategically plan who to hire and train to increase the likelihood of a successful change effort. Employees will also need to trust in management’s decisions. In addition, leaders should allow for all employees to voice his or her opinions and gain innovative ideas.


Cawsey, T.F., Deszca, G., Ingols, C. (2016). Organizational Change: An Action-Oriented Toolkit (3rd ed.). Los Angeles, CA: Sage.

Morris, L. (2013). The driving forces of change. Innovation Management. Retrieved online from