Lewin's Force Field Analysis

Kurt Lewin's Force Field Analysis (1951) is one of the most widely used models for understanding the dynamics of change within organisations. It provides a visual framework for identifying the forces that support or hinder a proposed change, enabling managers to develop strategies for successful implementation.

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The Core Concept

Lewin argued that at any point in time, an organisation exists in a state of equilibrium — a balance between two sets of opposing forces:

• Driving forces — factors that push towards change (e.g., new technology, competitive pressure, customer demand)
• Restraining forces — factors that resist change (e.g., employee fear, cost, organisational inertia)

When driving forces and restraining forces are equal, the organisation remains in its current state. For change to occur, the equilibrium must be disrupted — either by strengthening driving forces, weakening restraining forces, or both.

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The Force Field Diagram

A force field diagram is drawn with the proposed change in the centre. Driving forces are shown as arrows pushing from the left, and restraining forces as arrows pushing from the right. The length or thickness of each arrow represents the relative strength of that force.

Example: A retailer considering a switch from physical stores to online-only

Driving Forces (for change)	Restraining Forces (against change)
Growing e-commerce market (+4)	Staff redundancies and resistance (+3)
Lower operating costs online (+3)	Loss of in-store customer experience (+2)
Competitor success online (+3)	High cost of building digital platform (+3)
COVID-19 accelerating digital shift (+4)	Brand identity tied to physical presence (+2)
Total: +14	Total: +10

In this example, driving forces outweigh restraining forces, suggesting the change is more likely to succeed — but the restraining forces are still significant and must be addressed.

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Lewin's Three-Step Model of Change

Lewin also proposed a complementary three-stage process for managing change:

1. Unfreeze

• Recognise the need for change
• Challenge the status quo
• Communicate the reasons for change
• Create a sense of urgency

This stage is about overcoming complacency and preparing people psychologically for what is to come.

2. Change (Transition)

• Implement the new processes, structures, or behaviours
• Provide training and support
• Encourage participation and involvement
• Accept that this is a period of uncertainty and confusion

3. Refreeze

• Stabilise the organisation at the new equilibrium
• Reinforce new behaviours through rewards and recognition
• Update policies, procedures, and systems to embed the change
• Celebrate successes to build confidence

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Applying Force Field Analysis

Step-by-Step Process