Force Field Analysis



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Kurt Lewin

Kurt Lewinはアメリカの社会的な心理学者だった。 彼は科学のグループ原動力および行為研究に貢献し、1人現代心理学の創設者の見なされる。 しかしLewinは多分成長のForce Field Analysisおよび力分野の図表のために最も最もよく知られている。

Force Field Analysisの図表Lewin組織のLewinの意見

Kurt Lewinに従って、問題は力の2組の反対セットの相互作用によって均衡して握られる。 変更を促進するように努めるそれら: 原動力。 そして現状を維持するように試みるそれら: 抑制力。 Lewinは現状が静的なパターンでなかったシステムとして組織を見た。 しかし反対の方向で働く力の動的バランス(「Equilibrium」)。 従って起こるあらゆる変更のために原動力は抑制力を超過しなければなり平衡を移す。 比較しなさい: Catastrophe Theory

Force Field Diagram

Force Field Diagramは力運転したりそして抑制の変更というこの考えで造られるモデルである。 これらの力は下記のものを含んでいる: 人、習慣、習慣および態度。 Force Field Diagramはあらゆるレベルで使用することができる: の、ネットワーク組織個人的、プロジェクト好意でそして変更の率先に対して働くかもしれない力を視覚化するため。 図表はユーザーがある特定の問題のまわりで力間の「戦争」を描くのを助ける。 通常、計画された変更問題は上で記述されている。 これの下に、2つのコラムがある。 原動力は右のコラムの左のコラムおよび抑制力にリストされている。 矢は中間の方に引かれる。 より長い矢は強い力を示す。 考えはある特定の問題で理解し、明確、機能するすべての力作ることである。

Force Field Analysis方法の使用

  • 問題にかかわる勢力の均衡を調査しなさい。
  • 最も重要なプレーヤー (stakeholders)および問題のキャンペーンのためのターゲットグループを識別しなさい。
  • 反対者および同盟国を識別しなさい。
  • 各ターゲットグループにいかに影響を及ぼすことができるか識別しなさい

Force Field Analysisのステップか。 プロセス

  1. 現状を記述しなさい。
  2. 望ましい状態を記述しなさい。
  3. 処置がとられなかったら現状がどこに行くか識別しなさい。
  4. 望ましい状態の方に変更を運転するすべての力をリストしなさい。
  5. 望ましい状態の方に変更に抵抗するすべての力をリストしなさい。
  6. すべての力を論議し、質問しなさい: それらは有効であるか。 それらは変えることができるか。 重大な物はどれであるか。
  7. 数字目盛例えば1を使用してeach of力にスコアをある非常に弱いが割り当てれば10は非常に強い。
  8. 力を図表にしなさい。 左の原動力をリストしなさい。 そして抑制力右側のをリストしなさい。
  9. 変更が実行可能であり、進歩が行われることができるかどうか定めなさい。
  10. 原動力かかの強さを高めること抑制力の強さを減らすことまたは変更がによっていかに影響されることができるか論議しなさい。
  11. それ原動力を高めるか、または抑制力を減らすことが高めるか、または他の力を減らすまた更に新しいものを創造するかもしれないことを覚えなさい。


Force Field Analysis 特別興味グループ。

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Force Field Analysisフォーラム。



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Force Field Analysisをと比較した: Change Management Iceberg  |  Catastrophe Theory  |  Stakeholder Analysis  |  stakeholderの地図を描くこと  |  RACI  |  Change Model Beckhard  |  Bases of Social Power  |  DICE Framework  |  Crisis Management  |  Changing Organization Cultures  |  文化はタイプする  |  Core Group Theory  |  Planned Behavior  |  Business Process Reengineering  |  Kaizen  |  Dimensions of Change  |  Root Cause Analysis  |  Brainstorming  |  Six Thinking Hats  |  Scenario Planning  |  Game Theory  |  Analogical Strategic Reasoning  |  Real Options  |  Kepner-Tregoe Matrix  |  OODA Loop  | Levels of Culture  |  Appreciative Inquiry  |  Positive Deviance

経営ハブに戻る: 変更と組織コミュニケーションとスキル方針決定と評価倫理と責任人材リーダーシップ  |  プログラム・プロジェクト管理  |  戦略とイノベーション



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