1.5 - About University

6.5 F ORCE-FIELD A NALYSIS:O RGANIZING AND U NDERSTANDING C OMPLEXITYInspired by Kurt Lewin, Marvin Weisbord, and others.Dealing with complexity is a way of life for leaders. There are few simple answers where humanbeings are involved. One indication of a complex problem is that the actions taken to solvethe problem have had little or no effect, or have caused yet another problem. This tool comparesthe driving and restraining forces behind a leadership problem to magnetic or electricalfields. (Remember your high school physics?) In doing so, it helps leaders to analyze and acton problems that are difficult to measure. It does this by helping leaders organize and simplifya problem, and thus to understand:• the many forces relevant to understanding a complex situation;• the multiple causes of a complex problem;• where to act first when multiple actions are available; and• how to introduce change into an existing system.Problems reach a state of equilibrium such that the driving forces and the restraining forcescome into a form of balance or stalemate (e.g., habits, norms, organizational culture, establishedpractices, and so on). If you want improvement (positive change), this balance must beupset: The driving forces must become stronger than the restraining forces. Often, this is bestachieved by reducing the restraining forces first, and increasing the driving forces second. Thissequence is recommended because removing restraining forces can allow the driving forces tohave more impact, while simply adding driving forces can result in increased resistance. Toillustrate, consider a common leadership situation—unproductive meetings.Desired goal: Productive meetings (e.g., an increase in measurable or observable resultsfrom the meeting, decreased meeting time, increased participation).Current situation: People come late and leave early, or don’t show up at all. People cometo the meetings without preparing. People complain about side conversations.Much of the meeting is spent debating what was decided atthe last meeting.F ORCE- FIELD ANALYSIS(Note: The length of the arrow indicates the relative strength of the driving or restrainingforce.)Driving forces(toward better meetings)Need for meeting resultsConcern by senior managementPersonal frustrationProjects behind schedulePeople uninformedNeed for teamworkRestraining forces(holding us back from better meetings)Lack of agreed-to meeting processLack of meeting leadership skillsPoor preparation for meetingsToo many meetingsNo ground rulesNo consequences if late or no-showNo written purpose or goals; just topicsSECTION 6 TOOLS FOR CRITICAL THINKING AND INNOVATION 183