Force Field Analysis: A Guide to Decision-Making

Introduction to Force Field Analysis

There are many different methods available for making decisions, and the key is to use the method most appropriate to the situation at hand. In business, force field analysis is one important decision-making method. It works by identifying and weighing the positive and negative forces associated with a proposed change or decision. First, it helps the decision maker determine the correct course of action under a particular set of circumstances. Second — and perhaps most importantly — after a decision has been considered, it helps identify which factors need to be strengthened if that decision is to be successfully implemented.

The best interests of an organization may point toward a certain decision, yet a force field analysis might initially indicate that taking that decision at a particular point in time would be unwise. In such a case, the decision maker can use the method to identify what factors would need to be strengthened before proceeding — making force field analysis both a diagnostic and a planning tool. (Force Field Analysis — Understanding the Pressures For and Against Change)

Cost-Benefit Analysis and Its Limitations

The value of force field analysis does not diminish the importance of other analytical methods. One of the most prominent alternatives is cost-benefit analysis. This approach is considered somewhat problematic because costs associated with a decision may be incurred at a single point in time, or on a regular and ongoing basis for operating a facility, while benefits may accrue gradually over a period of time. To make a meaningful comparison, both costs and benefits must be reduced to a common point in time. In some cases, company investment policies may dictate that calculations be based on a three- or five-year horizon. Generally, this type of analysis is conducted using only figures expressed in financial terms. However, it is also important to account for long-term costs and benefits, some of which cannot easily be expressed in monetary terms. (Cost/Benefit Analysis — Evaluating Quantitatively Whether to Follow a Course of Action)

For example, the cost of building a road would typically include only materials and labor, while the benefits would reflect improvements in transportation. This standard approach would not account for environmental damage or the quality-of-life benefits that easier travel provides. A more accurate evaluation would attempt to assign financial values to these intangible factors, though the values placed on them may vary significantly depending on who is conducting the evaluation. (Cost/Benefit Analysis — Evaluating Quantitatively Whether to Follow a Course of Action) These values may also shift over time: factors that seem minor today may become significantly more important in ten or fifteen years. When such considerations are incorporated, the analysis begins to resemble a force field analysis, as the driving and restraining factors are effectively being weighed against one another.

How to Conduct a Force Field Analysis

The general method for conducting a force field analysis involves the following steps. The first step is to identify and list all the forces supporting the proposed change in one column. The next step is to assign a score to each of these forces based on their importance, using a scale of 1 to 5, where 1 represents the weakest force and 5 the strongest. These supporting forces, along with their scores, are listed on one side of the diagram. On the opposing side, the reasons against making the change are listed, also ranked by relative strength. This produces two columns: one showing the case for the change and one showing the case against it, each with numerical weights assigned to every factor.

The scores on each side are then totaled, and whichever side has the higher total indicates the recommended course of action. (Force Field Analysis — Understanding the Pressures For and Against Change) When this framework is applied in financial terms — with dollar figures replacing simple strength scores — the result is still a force field analysis, expressed in a different unit of measurement. It is also advisable to list all the tasks that need to be completed to reach the target outcome. If any tasks appear large or complex, they can be broken down into smaller component steps. This process should continue until a comprehensive to-do list has been created covering everything that needs to be done. (To-Do Lists: Remembering To Do All Essential Jobs, In the Right Order)

Applying Force Field Analysis to Workplace Decisions

Force field analysis is most valuable when a major decision is at stake, such as whether to install new manufacturing equipment in a factory. The analysis helps determine whether the action should be taken at all. It is possible that in certain situations the forces opposing a management decision are stronger than those supporting it. In such cases, it becomes necessary either to reduce the strength of the opposing forces or to increase the strength of the supporting forces.

Simply pushing decisions downward through an organizational hierarchy may seem like the easiest path, but this approach can result in uncooperative subordinates. (Force Field Analysis — Understanding the Pressures For and Against Change) A well-constructed force field analysis, when shared transparently with those affected, supports more informed and collaborative decision-making.

Conclusion

Changes can be made not only to an organization as a whole, but even to specific parts of it, such as the information technology function. The methods required to implement change, and the determination of whether change is actually needed, can only be finalized once the expected outcomes of those changes are clearly understood — and that depends entirely on the situation at hand.