A Force Field Analysis (FFA) is based on the work of a German-American psychologist, Kurt Lewin (1890-1947), to identify factors that can impede change to take place (Bowers, 2010). It is a form of concept change movement which relates to change and patterns of resistance to change, as well as to understand the human behaviour across time (Nagelkerk, 2006). Therefore, Lewin (1951) believes that, change occurs in response to alterations in the equilibrium of the driving and restraining forces within a system (Huber, 2010). Hence, there must be an imbalance between the increasing forces that promote change (driving forces) and decreasing forces that oppose change (restraining forces) to the current situation (Jones, 2007). This will be explained
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Although, Kurt Lewin is considered the founding father of change management, he has been criticised by many researchers for simplifying the change process (Cummings et al., 2016). For instance, there is no evidence based on his writings, as many quoted from his edited compilation of his scattered papers (Cummings et al., 2016). Unlike Rogers, it is based on evidence strategies for guiding practice change (Gale and Schaffer, 2009).
Therefore, to accomplish the practice change, both staff nurses and the nurse leader must have knowledge of the change process which is based on evidence-based practice (Katz, 2007). Nurses need positive socialisation within other healthcare professionals, as to have an inter-professional environment to maintain a safe and effective care for their patients (Marquis and Huston, 2009). Others who defended against Lewin’s critiques, because of his beliefs in relation to the group dynamics (McGarry et al., 2012). For instance, rather than changing on a particular area, he will also concentrate on the group structures within the environment (Bronfenbrenner, 2009). Unlike Rogers, whereby he takes a long time to only focus on one area, in which causes delays and problems when implementing the changes (Jarlais et al., 2006). Furthermore, applying innovations that are perceived as complicated, are less easily adopted and time consuming (Dingfelder and Mandell,
Although, Kurt Lewin is considered the founding father of change management, he has been criticised by many researchers for simplifying the change process (Cummings et al., 2016). For instance, there is no evidence based on his writings, as many quoted from his edited compilation of his scattered papers (Cummings et al., 2016). Unlike Rogers, it is based on evidence strategies for guiding practice change (Gale and Schaffer, 2009).
Therefore, to accomplish the practice change, both staff nurses and the nurse leader must have knowledge of the change process which is based on evidence-based practice (Katz, 2007). Nurses need positive socialisation within other healthcare professionals, as to have an inter-professional environment to maintain a safe and effective care for their patients (Marquis and Huston, 2009). Others who defended against Lewin’s critiques, because of his beliefs in relation to the group dynamics (McGarry et al., 2012). For instance, rather than changing on a particular area, he will also concentrate on the group structures within the environment (Bronfenbrenner, 2009). Unlike Rogers, whereby he takes a long time to only focus on one area, in which causes delays and problems when implementing the changes (Jarlais et al., 2006). Furthermore, applying innovations that are perceived as complicated, are less easily adopted and time consuming (Dingfelder and Mandell,