Understanding The Theory of Change Mnagement

According to Kurt Lewin’s (1951) theory of force field, driving force and resisting forces are the two types of forces associated with change. Driving forces are factors that facilitate and initiate change, while resisting forces are any tangible or intangible factors that decrease or hinder change. To achieve the desired change and effectively manage it implementation process, driving forces should outweigh resisting forces.
Before implementing change, it is expedient that both divergent forces are balanced and this can be achieved by analyses. The manager responsible for implementing the change then strategies ways to amplify the driving forces and suppress the restraining force so that change can take place (Baulcomb, 2003, p. 80).
Another effective tool that can help stakeholders is force field analysis as it can identify skills that can be developed via training. Managers responsible for implementing change can utilize this tool to identify the people in the two different forces. They can then minimize resisting forces and strengthen driving forces and further create change-focused work environment.
When planning to undergo change, the communication within an organization needs to be clear and with the force field diagram which serve as visual aid, the communication barrier is greatly reduced (Toves et. al., 2016, p. 85-102).
McDonald’s had a large number of committed and loyal workforce committed towards the organization’s goal. Many are long-serving, familiar with the current system and operational flow has witnessed the company’s development and expansion over the years.
The planed operational change was supposed to impact the especially waiters and delivery operations which is an adverse change for the long-serving staff who are accustomed to the old system. The successful implementation of change within an organization is dependent on the employees as they are mostly the ones involved in the process (Shah et al., 2016, p. 78).
Employees at McDonald’s can be categorized as driving force as they were committed and loyal to working at McDonald’s. with proper information about the change, employees would feel like a significant part of the initiative and that motivation is important.
The transition at McDonald’s required employees to acquire new skills and remain productive. When the information about change is not clearly delivered, employees can become resisting forces as doubt and concern over the organization’s financial condition and performance may set-in. It is therefore important for employees to get inspired by change and work towards its implementation rather than against it (Hoover & Harder, 2015, p. 88).

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