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A 3 page research paper that offers a brief explanation of Force Field Analysis as a decision-making model and practical business tool. Bibliography lists 3 sources.
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3 pages (~225 words per page)
File: D0_khffa.rtf
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decision and constitutes a "specialized method for weighing pros and cons" of a particular path of action (Force Field Analysis). This model for decision-making was developed by Kurt Lewin, the
founder of modern social psychology (Aquila 8). Lewin perceived organizations as systems in which the status quo always consists of a "dynamic balance of forces working in opposite directions" (Aquila
8). In other words, in any situation, business or otherwise, there are forces that are pushing for change and also restraining forces that act to maintain the status quo (Aquila
8). Force Field Analysis helps decision-makers evaluate these forces in order to arrive at the best course of action possible. The Force Field Analysis process consists of the following steps:
1. List all forces for change in one column, and all forces against change in another column. 2. Assign a score to each force, from 1 (weak) to 5
(strong). 3. Draw a diagram showing the forces for and against change. Show the size of each force as a number next to it (Force Field Analysis). For
instance, lets suppose that you are a manager trying to decide whether or not to purchase and install new manufacturing equipment in your factory (Force Field Analysis). In the column
for the forces for change are such elements as "customers want new products," "improve speed of production" and "control rising maintenance costs" (Force Field Analysis). On the opposing side, the
column for the forces opposing change would list such factors as "staff frightened of new technology," "cost" and "disruption" (Force Field Analysis). As this demonstrates, this model offers managers a
clear and viable tool for evaluating all factors in a logical manner. Once all of the restraining and driving forces are rated and graphed, the business decision-maker has a useful
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