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Force Field Analysis.doc

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Ryerson University
Human Resources
MHR 650
Frank Miller

Force Field Analysis In any organization going under change, there must be resistors to that change; for many different reasons such as, discomfort with uncertainty or lack of conviction that change is needed. We use the force field analysis to distinguish the resistors from others, and to know the factors that can hinder the implementation of change, known as “Restraining Forces”. First, we identified the resisting forces and matched them to the person most likely to apply them. For example, Scott Bell, (the VP of R&D) showed high restraining forces as he actually believed that we don't need to implement any major changes, rather the management team should just “go back in track”. Scott Bell showed high resisters due to lack of conviction that change is needed. Moreover, other restraining forces include disagreements between top management and R&D, most importantly, lack of communication. Rob Brown, (the union representative) showed some resistance as well, he seemed to get what he wants and if he doesn't, problems may arise. Other resisting forces include lack of clarity, and lack of ambition. After identifying the resisting forces, we used strategic tactics to influence the change step by step. We started by engaging the employees in the change and communicate the change to everyone. We took six steps which we believe led to a decrease in the “Restraining Forces” and a slight increase towards cumulative buy in. – The six “Introductory changes”: • Benchmarking. • Employee Interviews • Focus group interviews. • Identify problem. • Stakeholder mapping. • Suggestion program. We were able to prepare the employees towards the change. By interviewing them to get a better understanding on where they see things going and their own perspectives on the the company. We also asked the employees to participate by including their own insights and thoughts. Benchmarking helped as to see how we want to manage people in the company. Last but not least, stakeholder mapping was a blue print to the most sensitive areas in the company and distinguished leaders from resistors. We believe that these six tactics were the gateway for new change, as they allowed employees to engage and feel part of the change. Thus, better communicating and avoid uncertainty. We also believe that because of these changes we were able to increase moral and ambition. For example, when we applied the “Suggestion
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