ABSTRACT
Force field analysis was developed by Lewin (1951) and is widely used to inform decision-making, particularly in planning and implementing change management programmes in organizations. It is also a useful tool for self-analysis. It is a powerful method for gaining a comprehensive overview of the different forces acting on a potential issue, and for assessing the source and strength of these. The driving and restraining forces should be sorted around common themes and should then be scored according to their ‘magnitude’, ranging from 1 (weak) to 10 (strong). The score may well not balance on either side, resulting in non-equilibrium.
