This topic revision video introduces and explains a popular model for analysing change management - Lewin's Force Field Analysis model.

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VIDEO CHAPTERS
0:00 Introduction
0:15 Lewin's Force Field Analysis
0:45 Introducing Kurt Lewin...
1:17 Lewin's Force Field Model
2:38 Explaining Force Field Analysis
3:11 Examples of Forces Driving Change
4:25 Resistance to Change
5:09 Why Change is Resisted
5:53 An Example of the FFA Model Change at Royal Mail

VIDEO SUMMARY

This video is about Lewin's model of force field analysis, a theoretical model that is useful when answering questions on change management. The video explains what the model is and how it can be used to assess the likelihood of success of a change management program.

The key idea of the model is that there are two sets of forces that affect any change initiative: driving forces and restraining forces. Driving forces are those that push for change, while restraining forces are those that resist change. The model suggests that if the driving forces are greater than the restraining forces, then change is more likely to be successful.

The video discusses some of the factors that can be driving forces for change, such as a desire for higher financial returns, a perceived lack of innovation, or a need to change the organizational culture. It also discusses some of the factors that can be restraining forces for change, such as poor communication, self-interest, and uncertainty.

The video then uses the example of the change that took place at the UK's Royal Mail to illustrate how Lewin's model of force field analysis can be used in practice. When Moya Green was appointed CEO of the Royal Mail in 2010, she faced a number of challenges, both internal and external. There were strong forces pushing for change, such as government deregulation of the parcels market and a political desire to privatize the Royal Mail. However, there were also significant forces resisting change, such as a strong union culture and uncertainty among the workforce about what the changes would mean.

Green was successful in reducing the forces resisting change and allowing the forces for change to take effect. This is a good example of how Lewin's model of force field analysis can be used to help assess the likelihood of success of a change management program.