Review The Information On Force Field Analysis

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Review the information on “force field analysis” – in the link provided in the powerpoint in CONTENT and is also listed here. John is a manager of a company that is about to get a new database system for keeping sales data for industrial metals for manufacturing. The current database is well known and user friendly. The database is used to track sales (number and dollars), sales calls, and attempts; results are used to provide bonuses and incentives. This is a competitive system with sales people taking a portion of a bonus based on their effectiveness/efficiency compared to a benchmark and to other sales people.

There are 15 employees that will have to learn the new system. Four of these employees are record setting sales people; two of these will be retiring in the next 2 – 3 years. Five of the employees are new to the company and they have used the new system at previous jobs. The remaining six employees have been at the company for about 10 years; all are adequate sales people, but they may have limited job opportunities for work in sales in this industry at other companies. The company is some financial pressures due to being one of few providers of the materials in the industry; the company is number 2 of the top 3 competitors.

Sales people travel in different territories in North America and they work remotely, seeing other sales reps only one or two times a year at industry sales conferences. They do meet through skype once each month to discuss issues.

Paper For Above instruction

The transition to a new database system in any organization involves a complex interplay of forces that either facilitate or hinder change. Force Field Analysis, developed by Kurt Lewin, serves as an effective diagnostic tool for understanding these forces, particularly in organizational change initiatives such as implementing a new sales data system. This analysis identifies the driving (favorable) forces that support change and restraining (unfavorable) forces that resist it, enabling managers to develop strategies to strengthen the former and mitigate the latter. In this context, the following discussion will define and explain three key driving and three restraining forces the company may encounter in adopting the new database system, along with their relative strengths rated on a scale from 1 to 5. Understanding these forces provides insight into the potential challenges and the overall difficulty of this transition.

Driving Forces

1. Improved Data Accuracy and Accessibility (Rating: 4)

One of the main incentives for implementing a new database system is the potential for enhanced data accuracy and immediate accessibility. It is likely that the new system offers better integration with existing tools, reducing manual input errors and providing real-time updates. This outcome would appeal strongly to the sales team, as accurate data is essential for assessing performance and making strategic decisions. The motivation to leverage technological advancements and improve operational efficiency constitutes a significant driving force, especially considering that the current system is already familiar and trusted by the users.

2. Competitive Advantage in Sales Performance Monitoring (Rating: 3)

The new system promises advanced analytics capabilities that can help sales managers identify top performers and tailor strategies accordingly. Given the competitive nature of their industry and the ties to bonuses and incentives, the sales team would be motivated to adopt a system that provides better insights into their performance metrics. Although this force is moderate in strength because the incentive is indirect and contingent on proper implementation, it still encourages employee engagement to improve results, thereby acting as a facilitating force.

3. Management’s Push for Innovation and Efficiency (Rating: 5)

Leadership’s desire to modernize systems to increase efficiency and stay ahead of competitors often acts as a strong driver. The company’s financial pressures and the need to optimize sales processes push management to support and expedite the change. This decisive push, driven by business necessity and strategic goals, ranks as the strongest driving force in this scenario. It creates organizational momentum to overcome resistance, especially when linked with long-term benefits such as cost reductions and operational improvements.

Restraining Forces

1. Employee Resistance to Change Due to Comfort with the Current System (Rating: 4)

Many sales employees are familiar with the existing, user-friendly database, and some may view the change as unnecessary or disruptive. Resistance is particularly pronounced among the six experienced employees, who, despite being adequate, might resist altering a system they have mastered over the years. Their reluctance is fueled by fear of productivity loss during transition and skepticism about the new system’s benefits, making this a strong restraining force.

2. Retirement of Top Performers and Skill Gaps (Rating: 3)

The upcoming retirement of two record-setting salespeople could create a gap in expertise and confidence within the team. Their departure may increase resistance, as remaining employees fear the disruption in sales performance and uncertainty related to learning the new system. This dynamic complicates the transition because it encompasses both human resource considerations and morale issues, although the impact is moderate depending on how well knowledge transfer is managed.

3. Limited Industry Opportunities and Employee Anxiety (Rating: 2)

Employees’ perceived limited external opportunities owing to industry constraints may heighten resistance—especially among the six long-tenured salespeople who are perceived as "adequate." They might fear that adopting a new system could threaten their job stability or impact their bonus structure negatively in the short term. This restraining force is relatively weak compared to others but still contributes to the overall resistance, especially if employees feel insecure about their future prospects.

Assessment of Change Difficulty

Based on the ratings, the total strength of driving forces exceeds that of restraining forces (driving: 15, restraining: 13). While the difference is not substantial, the strong management push (force 3) combined with moderate team resistance indicates a somewhat challenging but manageable change process. The company’s familiarity with change dynamics, along with strategic intervention (training, communication, involvement), can facilitate smoother adoption. The significant obstacle lies in overcoming employee resistance rooted in comfort with the existing system and fears about job security. Therefore, the overall difficulty level of this change can be classified as moderate; it requires careful change management strategies, effective communication, and employee engagement to succeed.

Conclusion

Force Field Analysis highlights that implementing the new database system involves multiple forces that must be carefully balanced. The leadership’s drive for innovation provides a solid foundation, but resistance from employees, especially those comfortable with the current system and nearing retirement, represents substantial barriers. Recognizing and actively managing these forces will be crucial to ensure a smooth transition, minimize disruptions, and realize the anticipated benefits. Engaging employees early, providing comprehensive training, and emphasizing long-term gains are essential strategies to strengthen driving forces and weaken restraining forces, thereby increasing the likelihood of successful change implementation.

References

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