Organizational Behaviour Case Study

2884 Words 12 Pages
Register to read the introduction… Lewin’s Force Field Analysis Model
During the 1940's, social psychologist Kurt Lewin developed a way of looking at change that has helped many organizational leaders manage resistance to change. When the two opposing forces are equal, the current behaviour is sustained, creating an equilibrium.
According to Lewin's force field analysis, a person's behaviour is the result of two opposing forces: the force that maintains the status quo (staying the same) called "restraining forces", and the force that pushes for change, called "driving forces".

Introduction to Business Management and Organizational Behaviour Organizational Behaviour - Change

Restraining Forces
Organizational leaders will be more effective in implementing change if they can weaken the restraining forces and/or strengthen the driving forces.
During a change implementation, managers must first analyze the current situation and correctly diagnose the restraining forces in the driving forces impacting the change.
Next they need to assess their ability to impact the various forces identifying which ones
…show more content…
Threats to Status of Influence and Power
When change within an organization reduces an individual's ability to exert influence and power, they resist the change and work towards maintaining the status quo in order to preserve their level of influence and power.
Selective Perception
People may filter communications regarding the need for change and selectively keep information that fits with their desired view of their environment.
Misaligned Structures
Organizational structures such as reward systems, new reporting lines, and new duties may not align with the perceived vision of change that will cause individuals to resist the change because of confusion.
Resource Limitations
People may resist change because they do not feel that there is the required support available from the organization (i.e. training).
Altered Relationships
Change can alter relationships within an organization that may result in different team dynamics and different interdepartmental dynamics. Individuals may resist these changes because

Related Documents