Lewin’s Force Field Analysis in a Nutshell
Lewin’s Force Field Analysis is a tool managers use to decide whether a change is worth pursuing. It lists the driving forces for change and the restraining forces against it, scores each from 1 to 5 and compares the totals. It is simple and cheap, but the scores are subjective and the result is only a snapshot.
Lewin’s Force Field Analysis Definition
Kurt Lewin was a German-American psychologist who developed this model in the 1940s. His idea was simple: any situation stays the same because forces pushing for change are balanced by forces resisting it. Think of a tug of war. If both teams pull equally, the rope does not move. To move it, one side must pull harder, or the other side must let go.
The model has four key characteristics: a clear proposed change, such as “introduce a four-day working week”; two sets of forces, those for the change and those against it; a score for each force, usually from 1 (weak) to 5 (strong); and a decision to proceed, adapt the plan or abandon it. Managers usually draw it as a diagram, with the proposed change in the centre and longer arrows for stronger forces.
Why do some changes stick while others collapse within weeks? Booths, the northern supermarket chain, removed most of its self-checkouts in 2023 while many rivals were adding more. Someone weighed the pressures for change against the pressures to stay put, and the answer surprised the industry. Lewin argued that managers can break equilibrium by strengthening the driving forces or weakening the restraining forces, and that weakening resistance usually works better, because pushing harder often creates more push-back.
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Lewin’s Force Field Analysis Characteristics/Features
- A clear proposed change. For example, “introduce a four-day working week”.
- Two sets of forces. Driving forces for the change and restraining forces against it, internal or external.
- A score for each force. Usually from 1 (weak) to 5 (strong).
- A decision. Proceed, adapt the plan, or abandon it.
- Equilibrium. When both sides are equal, nothing moves.
- Two ways to break equilibrium. Strengthen the drivers or weaken the restrainers; weakening resistance usually works better.
Examples of Lewin’s Force Field Analysis
A café chain deciding to switch to reusable cups only might list customer concern about plastic waste, possible regulation and positive press as drivers, and washing equipment costs, slower service and staff training time as restrainers.
Booths removed most of its self-checkouts in 2023 after complaints about customer service. Removing the machines tackled the restraining force directly and protected its reputation for friendly service.
A firm planning a four-day working week would list staff wellbeing and recruitment appeal as drivers and the risk of lost output and customer coverage as restrainers, then score each force.
Advantages & Disadvantages of Lewin’s Force Field Analysis
Advantages
It forces a balanced view
Managers must list arguments against their own idea. This means blind spots are exposed early. That leads to fewer expensive failures, which protects profit. The positive effect is better-tested decisions.
It is simple and cheap
A team needs only a whiteboard and an hour. This means small firms and sole traders can use it. As a result, a café owner can make better decisions without paying consultants, which keeps costs low. The positive effect is low-cost planning.
It helps manage staff resistance
Listing restraining forces shows where staff fears lie. Managers can then plan training or consultation. This lowers resistance, which reduces lost productivity during the change. The positive effect is a smoother transition.
It supports prioritisation
Scores show which forces matter most. Managers can focus resources on the strongest restraining force first. This means money is spent where it has the biggest effect, which improves return on investment. The positive effect is efficient use of resources.
It improves communication
The diagram is visual and easy to share. Staff can see why the change is happening. This builds trust, which can improve motivation and reduce staff turnover. The positive effect is a more committed workforce.
It creates an action plan
Every restraining force becomes a task to solve. When Booths faced complaints about self-checkouts, removing the machines tackled the restraining force directly. That protected its reputation for friendly service, which supports customer loyalty. The positive effect is a clear route to action.
Disadvantages
The scores are subjective
One manager’s 4 is another’s 2. This means results can be biased towards what the boss already wants. That leads to poor decisions dressed up as evidence, which can waste capital. The negative effect is unreliable conclusions.
It oversimplifies complex change
Real forces interact. Rising costs might also lower staff morale. The model treats each force as separate. As a result, managers may underestimate risk, which can cause projects to overrun. The negative effect is hidden complexity.
It can miss hidden forces
Teams only list what they can see. A competitor’s secret product launch will not appear. This means the business may be caught out, which could cost market share. The negative effect is surprise.
It is a snapshot in time
Forces change quickly. Interest rates, for example, can rise within months. An analysis done in January may be wrong by June. This leads to decisions based on outdated information. The negative effect is stale analysis.
Groupthink can distort results
If junior staff fear speaking up, restraining forces get ignored. The change then meets resistance later, which slows implementation and damages morale. The negative effect is hidden opposition.
It does not tell you how to change
The model identifies forces but offers no step-by-step method. Managers still need other tools, such as Lewin’s three-step model (unfreeze, change, refreeze). This adds time and cost to the planning process. The negative effect is incomplete guidance.
Scoring the Forces: A Worked Example
Give each force a score from 1 to 5, then total each side. Net force for change = total driving forces − total restraining forces. A positive result favours the change, a negative result favours staying put, and equal totals mean equilibrium. A small gap means the decision is fragile and the scores need testing.
Worked example. A café chain considers reusable cups only. Customer concern about plastic waste scores 4 and the cost of washing equipment scores 3. If the full driving forces total 15 and the restraining forces total 12, the net force is +3 and the change looks worthwhile. Managers should then target the strongest restraining force, for example by simplifying the washing process, rather than simply adding more pressure.
Common Mistakes
Listing every force without analysis, treating scores as exact, ignoring hidden forces and failing to say what the result depends on.
Memory Trick
“Tug of war: add to your side, or remove from theirs.”
Evaluating the Usefulness of Lewin’s Force Field Analysis
Evaluation is AO4. A judgement alone is not enough: you must say what your answer depends on. So is the model effective? It depends on four key factors.
The objective
If the business wants a quick, low-cost decision, the model works well. If the change is huge, such as a merger, it is too basic on its own and should be combined with financial forecasts and investment appraisal.
The situation
In a stable market, forces change slowly, so the analysis stays accurate for longer. In a fast-moving market, like fashion or technology, the snapshot dates quickly and regular reviews are needed.
The market and competition
If rivals are moving fast, the cost of doing nothing becomes a driving force in itself. A business that over-analyses may lose first-mover advantage.
The people
The model is only as good as the information fed into it. A firm with an open culture will surface honest restraining forces. A firm with a fearful culture will not. A strong judgement might be: force field analysis is most useful for medium-sized changes in stable markets, where staff feel safe to give honest views. For major strategic change, it should be one tool among several, not the deciding one.
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Practice Exam-Style Multiple Choice Questions for Lewin’s Force Field Analysis
Q1 Who developed Force Field Analysis?
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Correct answer: B. Kurt Lewin developed the model in the 1940s.
Q2 Driving forces total 15 and restraining forces total 12. What is the net force for change?
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Correct answer: B. 15 − 12 = 3, so the change looks worthwhile.
Q3 What is equilibrium in this model?
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Correct answer: B. Equal forces keep the situation unchanged.
Q4 Which is a limitation of the model?
Show the answer
Correct answer: B. One manager’s 4 may be another’s 2, so scores can be biased.
Practice GCSE Exam-Style Questions for Lewin’s Force Field Analysis with a Case Study
Read the following case study, then answer the questions below.
GreenCycle Ltd is a bicycle repair business in Bristol with 12 employees and two workshops. Founder Rhea Shah wants to launch an electric bike (e-bike) rental scheme. Her force field analysis shows driving forces of rising demand for e-bikes among commuters (score 5), Bristol City Council plans to expand cycle lanes (score 4) and higher profit margins on rentals than repairs (score 3). Her restraining forces are the cost of buying 40 e-bikes at £1,500 each (score 5), two senior mechanics worried about longer hours (score 3) and the risk of theft and damage (score 3). A national rental competitor is also planning to enter Bristol next year.
- Explain one restraining force GreenCycle Ltd faces.3 marks
- Analyse one benefit to GreenCycle Ltd of using force field analysis before launching the e-bike scheme.6 marks
- Evaluate whether GreenCycle Ltd should launch the e-bike rental scheme. Use evidence from the case study.12 marks
The driving forces total 5 + 4 + 3 = 12 and the restraining forces total 5 + 3 + 3 = 11, a margin of just one point. The cost of the bikes is 40 × £1,500 = £60,000.
Tips: for question 1, identify the force (AO1), link it to GreenCycle (AO2), then give one consequence (AO3). For question 3, the margin is only one point, so subjectivity matters. Consider the competitor’s arrival and whether starting with 20 bikes could weaken the cost force. End with a clear decision and say what it depends on.
Practice A-Level Exam-Style Questions for Lewin’s Force Field Analysis with a Case Study
Read the following case study, then answer the questions below.
Sentara Sensors plc makes industrial sensors. It employs 2,300 staff across sites in Sheffield, Lyon and Kraków. Revenue last year was £410 million, with operating profit of £28 million. The board proposes moving all production to automated factories by 2028, cutting labour costs by an estimated 30%. Chief Executive Daniel Okafor ran a force field analysis with senior managers. Driving forces included rising wage costs, pressure from shareholders for higher margins, and an Asian competitor undercutting prices by 15%. Restraining forces included an estimated capital cost of £95 million, a likely 600 job losses, union opposition in Lyon and the risk of reputational damage in Sheffield. Managers scored driving forces at 17 and restraining forces at 16. Two middle managers later told HR they felt unable to raise concerns during the session. Interest rates remain higher than in the early 2020s, increasing the cost of borrowing.
- Explain one limitation of the force field analysis carried out by Sentara Sensors.4 marks
- Analyse how Sentara Sensors could weaken the restraining forces against automation.9 marks
- To what extent should Sentara Sensors proceed with full automation by 2028?16 marks
- Evaluate the usefulness of force field analysis for large businesses managing major strategic change.20 marks
Tips: for question 1, the middle managers’ comments point to groupthink, so explain why this matters for the reliability of the scores. For question 2, consider union consultation, retraining staff for maintenance roles or phasing the change by site.
For question 3, the one-point margin (17 against 16) is fragile. Weigh the competitive threat against the £95 million cost in a period of higher interest rates and consider a phased approach starting in Kraków. For question 4, no case study is given, so draw on wider examples such as Booths and argue that the model’s value depends on company culture, market speed and whether it is combined with other tools.
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