Assignment: Force Field Analysis - Butcher's Block

IB BUSINESS & MGMT HL C 2024
2024-08-16T19:43:23Z

Due: Sep 29, 2024 by 11:59pm

Video link: https://youtu.be/MjuGmhYhxgA?feature=shared

The Butcher’s Block is a butcher’s shop in the local neighbourhood. They are well known for selling many varieties of red meat, poultry and game.

Their sales have declined due to increasing numbers of customers switching to plant-based diets.

They are considering stocking a line of fresh plant-based ‘meat’ products. However, they are concerned this would be at odds with the purpose of the business of being a butcher.

With a partner, prepare a force field analysis for The Butcher’s Block. Submit a picture of it here and include both names.

Business Management Toolkit 12 - Force field analysis (HL only)

Force field analysis (FFA) is an organizational planning and decision-making tool used to examine the driving forces for change and the restraining forces against change. It enables managers and entrepreneurs to list (brainstorm), discuss, and assess the various reasons for and against a proposed change. FFA was devised by German-American social psychologist Kurt Lewin (1890 - 1947).

Change is often difficult, for individuals and entire organizations. Hence, the use of FFA can be used to examine whether change is needed, and if so it provides the justification for doing so. Change is often met with apprehension, fear, and resistance. This is particularly the case if change is not effectively communicated and explained to key stakeholder groups.

Driving forces are the factors that push for or support change. By contrast, restraining forces are the factors that act against or obstruct change.

Brexit - FFA can be used to help with decision making

Force field analysis involves the decision makers listing all the driving and restraining forces for and against change. These forces are then numerically weighted, in terms of their relative degree of importance. For example, a firm might be considering whether to offshore its production in an overseas location.

In such a case, driving forces might include the following:

Lower labour costs in an overseas location

Improved competitiveness due to lower costs, lower prices, and higher profitability

Access to customers in overseas markets.

Restraining forces (against offshoring) might include:

The costs of staff redundancies

Costs of hiring and training new staff

Lack of local knowledge, thus increasing the risks of operating overseas.

These factors are then put together in a FFA diagram, as illustrated below:

In order to decide which option to pursue, FFA requires each driving and restraining force to be weighted, using a scale (usually from 1 to 5*) to indicate the level of importance of each factor to the organization, thereby aiding decision making in an objective and quantifiable way. The higher the number, the more significant the factor is for the business.

In the case below, as the driving forces (13) outweigh the restraining forces (10), the decision should be to go for the offshoring option.

* Although the weights can be out of any number, say out of 10, using a smaller scale (out of 5) pushes decision makers to think more carefully about the potential and likely impact(s) of each driving and restraining force. The larger the scale, the more room there is for errors/subjectivity.

Lewin argued that it makes more sense to focus on the restraining forces and learn what is restraining the change. This is because it is easier to focus on the good points and the incentives for change, but people often underestimate the power of resistance to change within organizations.

Advantages of using force field analysis

The advantages of using force field analysis as an organizational planning and decision-making tool include:

Force field analysis offers a straightforward illustration of potentially complex decisions in a way that is easy to interpret.

FFA is a flexible organizational planning tool that can be used in a wide range of scenarios.

By requiring managers to apply weights for each force, this organizational planning tool makes decision making more objective and sensible.

In addition, applying numerical values to the forces for and against change makes managers consider the relative importance of each of these factors.

Strategically, senior managers can use FFA to see which restraining forces should be tackled and/or which driving forces can be strengthened in order to make the change happen.

Disadvantages of using force field analysis

The drawbacks of using force field analysis as an organizational planning and decision-making tool include:

Force field analysis does not really account for qualitative factors that affect decision making. This is because such factors are difficult to quantify, so are often not included. This limits the validity of the outcome of the analysis, and hence FFA as a planning and decision-making tool.

Similarly, not all factors are necessarily included, perhaps due to ignorance or potential bias (especially is managers are trying to orchestrate a particular outcome). This reduces the usefulness of FFA as an organizational planning tool.

The allocation of different statistical weights for each of the driving and restraining forces is somewhat subjective, rather than scientific. They are rarely based on facts, figures or evidence, but rely on opinions or perceptions. Managers can therefore be biased in the use of weights to push for a desired decision.

Force field analysis can be difficult to apply for an overly complex problem or issue with many interrelated factors and multiple outcomes or decisions. It is best suited for simplistic and focused strategic options.

Note: A force field analysis is static, i.e. it is only valid at one point in time. Hence, it can be useful for managers and decision makers to keep reviewing the situation as driving and restraining forces do evolve over time due to changes in the internal and/or external environment.

Steps in constructing and using a FFA

1. Write down the goal in the middle of the planning sheet.

2. Brainstorm the driving forces that will help the goal to be achieved. Place these on the right hand side of the diagram.

3. Brainstorm the restraining forces that will work against the goal from being achieved. Put these on the right side of the diagram.

4. Add the weights to each of these forces from 1 to 5 (with 1 = weak, 3 = medium, and 5 = strong) or from 1 to 10. Place these weights next to each of the driving and restraining forces. A high weight or score for a restraining force means this could make it very difficult to achieve the goal. However, a high weight or score for a driving force means it will be easier to achieve the goal.

5. Determine which are the highest priority forces to work on. For example, this could mean strengthening certain driving forces and/or targeting specific restraining forces to reduce.

6. Develop appropriate action plans to manage the high priority forces identified in the FFA.

ATL Activity 1 (Thinking and Communication skills) - Schools and change

Think about a relatively major change that has been proposed at your school (if you are unsure, you can ask your teachers about this).

Identify the driving forces and restraining forces for the proposed change.

Discuss the weights that you would apply to each of these forces, and then compare your results with at least one other person in the class.

What do your results show?

You can use this free online template to create a visual of your forcefield analysis.

Present your findings to the rest of the class.

Top tip!

Far too often, Higher Level students use force field analysis incorrectly in their Internal Assessment. Many students use this tool to list the advantages and disadvantages of a certain project, and/or assign weightings to each force themselves. The weights should be from the perspective of the organization, not from the student (especially when there are no explanations provided for the allocation of the weights).

ATL Activity 2 (Thinking skills) - Review video

Watch this 8-minute video to review your understanding of force field analysis as a Business Management tool. The video features how FFA can be used by Airbnb as part of the decision making process. There are several tasks for you to consider whilst reviewing this video.

Tasks:

1. Describe the force field analysis as a business model.

2. Explain how a force-field analysis can help a business review potential change.

3. Explain how a business can apply the principles of the force-field analysis.

4. Outline the benefits of a business using a force-field analysis before implementing change.

Did you know?

Force field analysis came about from the US government's attempts to change the meat buying habits of Americans during World War II.

Lewin's force field analysis as a Business Management tool came about from the US government's desire to find out why Americans were buying certain meats (such as steak, roasts, and hamburgers) rather than organ meats (such as liver, kidneys, tripe, and tongue). Kurt Lewin was a professor of social psychology at the University of Iowa at the time of the War. The US government, under the presidency of Herbert Hoover, sponsored Lewin's research with the aim of getting a better understanding of how consumers could be influenced (changing their spending habits) to buy meats which did not require ration stamps. President Hoover framed the change he was seeking as a sense of patriotism and duty so that American soldiers positioned overseas would be well fed with high-quality animal protein throughout the War.

Organ meat consumption in America rose by 33% during the War, and was up by 50% by 1955.

Who would have thought that such an investigation would lead to the corporate world gaining a better understanding of organizational change.

Source: edinnovationbox.com

Top tip!

Remember the purpose of a force field analysis as a situational tool is to support rational decision making in an organization. It is important to also remember that:

1. Force field analysis provides the opportunity for managers and entrepreneurs to consider the driving and restraining forces connected to a proposed change.

2. It provides a starting point (strategic planning) for action (strategic implementation).

3. A list of feasible action points should arise from the completion of the force field analysis. A detailed plan can then be generated to carry out these action points.

Video link: https://youtu.be/MjuGmhYhxgA?feature=shared

The Butcher’s Block is a butcher’s shop in the local neighbourhood. They are well known for selling many varieties of red meat, poultry and game.

Their sales have declined due to increasing numbers of customers switching to plant-based diets.

They are considering stocking a line of fresh plant-based ‘meat’ products. However, they are concerned this would be at odds with the purpose of the business of being a butcher.

With a partner, prepare a force field analysis for The Butcher’s Block. Submit a picture of it here and include both names.

Business Management Toolkit 12 - Force field analysis (HL only)

Force field analysis (FFA) is an organizational planning and decision-making tool used to examine the driving forces for change and the restraining forces against change. It enables managers and entrepreneurs to list (brainstorm), discuss, and assess the various reasons for and against a proposed change. FFA was devised by German-American social psychologist Kurt Lewin (1890 - 1947).

Change is often difficult, for individuals and entire organizations. Hence, the use of FFA can be used to examine whether change is needed, and if so it provides the justification for doing so. Change is often met with apprehension, fear, and resistance. This is particularly the case if change is not effectively communicated and explained to key stakeholder groups.

Driving forces are the factors that push for or support change. By contrast, restraining forces are the factors that act against or obstruct change.

Brexit - FFA can be used to help with decision making

Force field analysis involves the decision makers listing all the driving and restraining forces for and against change. These forces are then numerically weighted, in terms of their relative degree of importance. For example, a firm might be considering whether to offshore its production in an overseas location.

In such a case, driving forces might include the following:

Lower labour costs in an overseas location

Improved competitiveness due to lower costs, lower prices, and higher profitability

Access to customers in overseas markets.

Restraining forces (against offshoring) might include:

The costs of staff redundancies

Costs of hiring and training new staff

Lack of local knowledge, thus increasing the risks of operating overseas.

These factors are then put together in a FFA diagram, as illustrated below:

In order to decide which option to pursue, FFA requires each driving and restraining force to be weighted, using a scale (usually from 1 to 5*) to indicate the level of importance of each factor to the organization, thereby aiding decision making in an objective and quantifiable way. The higher the number, the more significant the factor is for the business.

In the case below, as the driving forces (13) outweigh the restraining forces (10), the decision should be to go for the offshoring option.

* Although the weights can be out of any number, say out of 10, using a smaller scale (out of 5) pushes decision makers to think more carefully about the potential and likely impact(s) of each driving and restraining force. The larger the scale, the more room there is for errors/subjectivity.

Lewin argued that it makes more sense to focus on the restraining forces and learn what is restraining the change. This is because it is easier to focus on the good points and the incentives for change, but people often underestimate the power of resistance to change within organizations.

Advantages of using force field analysis

The advantages of using force field analysis as an organizational planning and decision-making tool include:

Force field analysis offers a straightforward illustration of potentially complex decisions in a way that is easy to interpret.

FFA is a flexible organizational planning tool that can be used in a wide range of scenarios.

By requiring managers to apply weights for each force, this organizational planning tool makes decision making more objective and sensible.

In addition, applying numerical values to the forces for and against change makes managers consider the relative importance of each of these factors.

Strategically, senior managers can use FFA to see which restraining forces should be tackled and/or which driving forces can be strengthened in order to make the change happen.

Disadvantages of using force field analysis

The drawbacks of using force field analysis as an organizational planning and decision-making tool include:

Force field analysis does not really account for qualitative factors that affect decision making. This is because such factors are difficult to quantify, so are often not included. This limits the validity of the outcome of the analysis, and hence FFA as a planning and decision-making tool.

Similarly, not all factors are necessarily included, perhaps due to ignorance or potential bias (especially is managers are trying to orchestrate a particular outcome). This reduces the usefulness of FFA as an organizational planning tool.

The allocation of different statistical weights for each of the driving and restraining forces is somewhat subjective, rather than scientific. They are rarely based on facts, figures or evidence, but rely on opinions or perceptions. Managers can therefore be biased in the use of weights to push for a desired decision.

Force field analysis can be difficult to apply for an overly complex problem or issue with many interrelated factors and multiple outcomes or decisions. It is best suited for simplistic and focused strategic options.

Note: A force field analysis is static, i.e. it is only valid at one point in time. Hence, it can be useful for managers and decision makers to keep reviewing the situation as driving and restraining forces do evolve over time due to changes in the internal and/or external environment.

Steps in constructing and using a FFA

1. Write down the goal in the middle of the planning sheet.

2. Brainstorm the driving forces that will help the goal to be achieved. Place these on the right hand side of the diagram.

3. Brainstorm the restraining forces that will work against the goal from being achieved. Put these on the right side of the diagram.

4. Add the weights to each of these forces from 1 to 5 (with 1 = weak, 3 = medium, and 5 = strong) or from 1 to 10. Place these weights next to each of the driving and restraining forces. A high weight or score for a restraining force means this could make it very difficult to achieve the goal. However, a high weight or score for a driving force means it will be easier to achieve the goal.

5. Determine which are the highest priority forces to work on. For example, this could mean strengthening certain driving forces and/or targeting specific restraining forces to reduce.

6. Develop appropriate action plans to manage the high priority forces identified in the FFA.

ATL Activity 1 (Thinking and Communication skills) - Schools and change

Think about a relatively major change that has been proposed at your school (if you are unsure, you can ask your teachers about this).

Identify the driving forces and restraining forces for the proposed change.

Discuss the weights that you would apply to each of these forces, and then compare your results with at least one other person in the class.

What do your results show?

You can use this free online template to create a visual of your forcefield analysis.

Present your findings to the rest of the class.

Top tip!

Far too often, Higher Level students use force field analysis incorrectly in their Internal Assessment. Many students use this tool to list the advantages and disadvantages of a certain project, and/or assign weightings to each force themselves. The weights should be from the perspective of the organization, not from the student (especially when there are no explanations provided for the allocation of the weights).

ATL Activity 2 (Thinking skills) - Review video

Watch this 8-minute video to review your understanding of force field analysis as a Business Management tool. The video features how FFA can be used by Airbnb as part of the decision making process. There are several tasks for you to consider whilst reviewing this video.

Tasks:

1. Describe the force field analysis as a business model.

2. Explain how a force-field analysis can help a business review potential change.

3. Explain how a business can apply the principles of the force-field analysis.

4. Outline the benefits of a business using a force-field analysis before implementing change.

Did you know?

Force field analysis came about from the US government's attempts to change the meat buying habits of Americans during World War II.

Lewin's force field analysis as a Business Management tool came about from the US government's desire to find out why Americans were buying certain meats (such as steak, roasts, and hamburgers) rather than organ meats (such as liver, kidneys, tripe, and tongue). Kurt Lewin was a professor of social psychology at the University of Iowa at the time of the War. The US government, under the presidency of Herbert Hoover, sponsored Lewin's research with the aim of getting a better understanding of how consumers could be influenced (changing their spending habits) to buy meats which did not require ration stamps. President Hoover framed the change he was seeking as a sense of patriotism and duty so that American soldiers positioned overseas would be well fed with high-quality animal protein throughout the War.

Organ meat consumption in America rose by 33% during the War, and was up by 50% by 1955.

Who would have thought that such an investigation would lead to the corporate world gaining a better understanding of organizational change.

Source: edinnovationbox.com

Top tip!

Remember the purpose of a force field analysis as a situational tool is to support rational decision making in an organization. It is important to also remember that:

1. Force field analysis provides the opportunity for managers and entrepreneurs to consider the driving and restraining forces connected to a proposed change.

2. It provides a starting point (strategic planning) for action (strategic implementation).

3. A list of feasible action points should arise from the completion of the force field analysis. A detailed plan can then be generated to carry out these action points.