Focusing leadership through force field analysis: new variations on a venerable planning tool

Abstract

This forwards a new version of a tool long used in planned change and organizational development efforts – force field analysis. Existing applications of this technique are critiqued in light of cognitive heuristics known to erode judgment and analytical performance in plan development. A cognitive prompting template is combined with the existing the force field analysis technique to mitigate these problems. As such, the revised technique represents a significant improvement over the traditional application of the force field tool as used by the OD practitioner. Following an overview of the theoretical underpinnings of the revised technique, a case example is offered to illustrate the technique as it was used in a real organization. Finally, practical facilitation guidelines are offered to help leaders and planners conduct force field analysis sessions in multi‐stakeholder change efforts.

Citation

Schwering, R.E. (2003), "Focusing leadership through force field analysis: new variations on a venerable planning tool", Leadership & Organization Development Journal, Vol. 24 No. 7, pp. 361-370. https://doi.org/10.1108/01437730310498587