To install click the Add extension button. That's it.

The source code for the WIKI 2 extension is being checked by specialists of the Mozilla Foundation, Google, and Apple. You could also do it yourself at any point in time.

4,5
Kelly Slayton
Congratulations on this excellent venture… what a great idea!
Alexander Grigorievskiy
I use WIKI 2 every day and almost forgot how the original Wikipedia looks like.
Live Statistics
English Articles
Improved in 24 Hours
Added in 24 Hours
What we do. Every page goes through several hundred of perfecting techniques; in live mode. Quite the same Wikipedia. Just better.
.
Leo
Newton
Brights
Milds

Force-field analysis

From Wikipedia, the free encyclopedia

In social science, force-field analysis provides a framework for looking at the factors ("forces") that influence a situation, originally social situations. It looks at forces that are either driving the movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces). The principle, developed by Kurt Lewin, is a significant contribution to the fields of social science, psychology, social psychology, community psychology, communication, organizational development, process management, and change management.

YouTube Encyclopedic

  • 1/3
    Views:
    26 326
    2 594
    216 382
  • Kurt Lewin - Force/Field Theory of Change
  • Computational Chemistry 2.3 - Force Field Parameters
  • Einstein's Field Equations of General Relativity Explained

Transcription

Before we proceed further I would like to introduce you the most interesting theory about the change in the organizations and that will try to draw a small picture. So we can begin with our horizontal line and it is going to be time so here we have time. The vertical line is going to be the level of performance. ... level of performance... and now let's try to begin we are somewhere right over here so here is our current state so increase current state. And it is defined with some current level of performance. We can define it with anything maybe our turnover. Maybe we are doing one million dollars turnover Or we can define it through products... so that we are producing 1000 apples per day. Whatever you call you could define it somehow so we are somewhere here and then the time flows so we are still at some level and then what we would like to do, as we have said in the previous video we would like to improve our efficiency and that's why we can achieve a higher level of performance. We would like to go a little bit up and it is not of course it will not be smooth so it will be some sense of a steps as always when we want to go one floor up and then there is going to be this new level of performance. But what is going to be there in in this small graph... the environment around us. There going to be two kinds of forces. One is going to be the resistance resistance to change and here on the other side on the other side are the forces to change forces to change. And that will change the color for these so we have a got forces forces to change And I think it is very intuitive when we try to draw these when there are some foresees that help us to change which direction are they going to do well they're going to be the up direction in the level of performance so here are going to be some forces that lead us or help us to change because they're pushing us up in our level of performance scale and they're always going to be there even though we have improved our level of performance the forces are still there maybe now with this arrow can see some great manager who is always striving for some improvement, change and innovations so these are the forces that are pusching us up and on the other hand there will be some resistances so something negative something that is pusching us down down down and we can also write these are positive for us right so these are positive and on the other hand these are negative And we can draw them again... maybe it is some legal conditions that we in the state we are operating with or maybe it is some competitor that is taking our customers so that is something negative for us Now, how is this change going to occur. What happens... What happens right at this state. Well, three things can happen the first thing that can happen is that we reduce our resistance because you can imagine them as some sense of a balance whole maybe so here is our resistance to change and on the other hand there is our force to change and they're pushing against each other so we can do free things the first thing we can do you reduce the negative one. This negative externality that is out there and thanks to that our blue arrow or our force to change is able to push us up. the second thing that we can try is to improve or increase our positive side. So we will we will simply improve this site we'll make it stronger so here we are going to add something now this side is going to be stronger and thanks to date we are able again to push up our stake. I will try to write it ...so we reduce the resitent side Here we try to improve or increase our positive side. To improve our forces to change. Finally what is the best and what the companies are trying that they do both at the same time! Here is our resitance and here is our fourth to stay so we can we can at the same time reduce our negative side and we try to improve our positive side This was the introduction to the force-field theory of change where you have two kinds of a forces - to and against the change. in your system and they are always against each other and we can do three things if we want to improve our level of performance Hopefully see you in next video!

History

Lewin, a social psychologist, believed the "field" to be a Gestalt psychological environment existing in an individual's (or in the collective group) mind at a certain point in time that can be mathematically described in a topological constellation of constructs. The "field" is very dynamic, changing with time and experience. When fully constructed, an individual's "field" (Lewin used the term "life space") describes that person's motives, values, needs, moods, goals, anxieties, and ideals.

Lewin believed that changes of an individual's "life space" depend upon that individual's internalization of external stimuli (from the physical and social world) into the "life space". Although Lewin did not use the word "experiential" (see experiential learning), he nonetheless believed that interaction (experience) of the "life space" with "external stimuli" (at what he calls the "boundary zone") was important for development (or regression). For Lewin, the development (or regression) of an individual occurs when their "life space" has a "boundary zone" experience with external stimuli. Note it is not merely the experience that causes a change in the "life space", but the acceptance (internalization) of external stimuli.

Lewin took these same principles and applied them to the analysis of group conflict, learning, adolescence, hatred, morale, German society, etc. This approach allowed him to break down common misconceptions of these social phenomena and to determine their basic elemental constructs. He used theory, mathematics, and common sense to define a force field and hence to determine the causes of human and group behaviour.

See also

References

Further reading

  • Swanson, Donald James; Creed, Andrew Shawn (January 2014). "Sharpening the focus of force field analysis". Journal of Change Management. 14 (1): 28–47. doi:10.1080/14697017.2013.788052. S2CID 144716750.
  • Burnes, Bernard; Cooke, Bill (October 2013). "Kurt Lewin's field theory: a review and re-evaluation". International Journal of Management Reviews. 15 (4): 408–425. doi:10.1111/j.1468-2370.2012.00348.x. S2CID 142831688.
  • Cronshaw, Steven F.; McCulloch, Ashley N. A. (Winter 2008). "Reinstating the Lewinian vision: from force field analysis to organization field assessment" (PDF). Organization Development Journal. 26 (4): 89–103. Internet Archive copy.
  • Schwering, Randolph E. (2003). "Focusing leadership through force field analysis: new variations on a venerable planning tool". Leadership & Organization Development Journal. 24 (7): 361–370. doi:10.1108/01437730310498587.
  • Dent, Eric B.; Goldberg, Susan Galloway (March 1999). "Challenging 'resistance to change'" (PDF). Journal of Applied Behavioral Science. 35 (1): 25–41. doi:10.1177/0021886399351003. S2CID 146595777. Internet Archive copy.

External links


This page was last edited on 16 October 2023, at 11:54
Basis of this page is in Wikipedia. Text is available under the CC BY-SA 3.0 Unported License. Non-text media are available under their specified licenses. Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc. WIKI 2 is an independent company and has no affiliation with Wikimedia Foundation.