decision making tool.
Forced Field Analysis: a decision making tool
In business applications, health care, or private life there arise many occasions when one is faced with making a major decision. Although many individuals face such instances with their wits alone, relying on his or her "gut feelings" to assist them in their quandary, many find that such an unscientific approach can lead them to the wrong action. Indeed, when one lacks a basic "tool" approach to decision making, the odds of coming to the correct or workable solution is significantly reduced in most circumstances. Having a method such as the "Forced Field Analysis" tool is extremely useful.
In simple terms, Forced Field Analysis involves identifying, compiling a list concerning, discussing and evaluating the possible "forces" in favor of as well as against a possible change or decision. In essence, the technique helps the decision maker see the true context of the problem by allowing a thorough analysis of the forces affecting the proposed change, as well as allowing the individual (or group) to see the pros and cons of the action. The value of such a method is that by having a clear picture of the logically foreseeable pros and cons, one can develop a working strategy to, perhaps, buffer the possible impact of any "opposing" or negative forces (known specifically as Restraining forces") while bolstering the supporting, or "driving" ones.
The overwhelming utility of Force Field Analysis lies in its ability to help one produce a solid "action plan" with which one can actually implement a proposed...
Specifically, its strength lies in its capacity to determine the existence or absence of needed support, identify obstacles to the change's success, as well as its ability to highlight possible actions that might reduce the strength of any foreseeable obstacles to the change.
The actual method with which one begins the implementation of the Forced Field Analysis technique involves considering "force types." Commonly identified ones include:
Available resources
Traditions
Vested interests
Organizational structures
Relationships
Social or organizational trends
Agencies
Attitudes of individuals
Regulations
Individual or group needs
Present or past practices
Institutional polices or norms
Values
Events
Desires
People
Costs
It is only after one identifies the force types that the process begins. It is implemented by first beginning with a well-defined proposed change. After this is clearly identified one draws a "force field diagram." This is accomplished by writing the "change" on the top of a piece of paper, and dividing the paper into two columns. One of the columns is labeled "Driving Forces," while the other is labeled "Restraining Forces." Then, using brainstorming techniques the individual or the group lists those forces in the appropriate column. When this is completed one moves on to the "question" phase of the process.
The question phase…
