FORCE FIELD ANALYSIS

Force field analysis is used to help organisation make important decisions by

understanding the driving and restraining forces of change. These forces will
determine whether the change is possible. It will also allow organisations to
use the driving forces efficiently to strengthen and increase the chances of
implementing change in the organisation (Baulcomb, 2003).

Table 2.4 provides an overview of the current and desired situation of CRL
and Bushwhacker.

Table 2.4: Current and Desired Situation of CRL & Bushwhacker

A good table outlining the desired direction for the company in the future.

The application of the Force Field Analysis model to CRL and Bushwhacker’s
situation can be seen in Figure 2.3.

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Figure 2.3: Force Field Analysis of CRL & Bushwhacker

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 2.2.3. DRIVING FORCES
 Positive relationship between Bob and the senior management
of Bushwhacker will increase potential innovation from
combined leadership styles, capabilities and viewpoints.
o Both management can come together and work together
to convince, encourage and enhance the readiness of
workers about the planned change.

 Rather than engaging an outsider, having both senior

management as the change practitioner, they will be able to
understand fully the situation and better implement the change
needed for the organisation.
o Access to a variety of information and proposed a change
by them are usually more quickly accepted by members.

 CRL's merger with Bushwhacker will increase their brand

awareness as well as to increase access to funds and capitals.
o The size of CRL can be used at their advantage for them
to penetrate new market and to increase their market
shares.

o This will in-turn place help to place CRL in a competitive

edge over other competitors.

Group Report 13 Assignment 2

2.2.4. RESTRAINING FORCES
 Bushwhacker staff unwilling to stay and implement change

 Senior management left CRL because of the current CRL

organisation culture. CRL has a domineering and inflexible
culture and the Bushwhacker senior management will need a
long time before the change will be successfully implemented.

 Use of autocratic management style means that employees do

not trust each other or understand the need for a change. Isn’t
this point contradictory to what the group has said in the driving
forces?

 Employees have not experienced any change before and in an

authoritarian management, employees are used to obtaining
orders from the senior management. They tend to have little or
no say in the decisions made by the management. Thus despite
them accepting the change, they might not agree with the
change and holds discontent with the change causing a
resistance to change in the organisation.

Figure 2.4: Driving & Restraining Forces Scale

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