The force field analysis technique is an instrument to analyze a situation that needs to be changed. Facilitates transformation into an organization by minimizing effort and disorganization. Force field analysis can be applied when there is confusion about the next improvement measure to take, opening up new possibilities for action. This technique helps to conveniently reduce the problem to a truly manageable size, helping the group to work together. This technique can be used by a person individually or in a group.
The analysis of force fields is based on the idea that any given level of productivity-yield is the result of a balance between positive (driving) forces and negative (restrictive) forces. The former support productive activity, while the latter inhibit it.
The behavior that results in a productive activity can be promoted by one or more of the following strategies:
- Elimination or reduction of restrictive forces. Increase or strengthening of driving forces.
The process consists of five stages, these being the following:
- Clearly define the current equilibrium situation, the level of performance-productivity that needs to be improved, and determine the desired result. Identify the driving and destructive forces that exist in the organization, the environment, jobs and workers. (The use of the Ishikawa Diagram can be combined at this stage.) Draw the arrows in the figure of a length proportional to the magnitude of the force, which can also be indicated with numbers. Example 1 = greatly reduced; 2 = reduced; 3 = median; 4 = high; and 5 = very high. Analyze which of the restrictive forces can be suppressed or reduced and which driving forces can be added or strengthened. Test to see if the analysis is complex enough, that is, if it includes the motivation of influential people, external forces,administrative policies, procedures and practices, the nature of individual customs and needs, and financial and material contributions.
After the analysis work is completed, an action plan should be prepared to establish the proposed change.
Among the operational suggestions to take into account we have:
- Clearly define the current situation (balance) and determine the desired end result. Put pressure on responsible people to identify as many forces as possible. Persist with the method even though it may seem a little absurd at first. Persist with identification without worrying about whether or not it can be done at this stage. Use boards with moving leaves. Combine the methodology with tools such as: Ishikawa diagram, Scatter diagram, Brainstorm, Nominal group technique, Mind Maps and Strategic Business Matrix.
Bibliography
Robert Abramson and Walter Halset - Programming to improve performance in companies. Guide for managers and consultants - ILO - 1983
