Lewin's Force Field Analysis Research Articles

Barriers and facilitators to nationwide implementation of the malaria vaccine in Ghana.

Interventions such as antimalarial drugs, bed nets and insecticides have helped curb the burden of malaria in the past decade, yet malaria remains a leading cause of morbidity and mortality in children below the age of 5 years. In 2019, Ghana, Malawi and Kenya in sub-Saharan Africa (countries with moderate to high transmission areas of malaria and deaths) started piloting the RTS,S/AS01E malaria vaccine in selected regions. Using qualitative methods, this study examined the main factors (forces) that will influence or hinder the nationwide implementation of the malaria vaccine, if approved, in Ghana. We conducted in-depth interviews with 12 key individuals (national, research/academia and programme implementing partners) in the public health sector in Ghana from October 2018 to February 2019. Results were analysed using Kurt Lewin's force field analysis to understand how organizations interact with their external environment in the delivery of health policies such as the implementation of the malaria vaccine. We found that the disease burden of malaria deaths in Ghana, the efficacy of the vaccine, stakeholder involvement and evidence for the feasibility of vaccine delivery generated by the consortium of researchers (body of researchers) that can track the implementation were the driving forces to scale up the vaccine into a routine health system. On the other hand, the needed logistics, funding, administration of the four-dose vaccine and follow-up were identified as potential barriers. The most influential force collectively highlighted by the respondents was the disease burden, and the most influential barrier was the logistics of delivering the vaccine. Our findings provide decision makers with key barriers and facilitators to guide policy and decision-making for malaria control in Ghana and other similar settings in low- and middle-income countries.

Cooperative Practices to Enhance the Quality of Work-Integrated Learning at Nong Khai Technical College

<p style="text-align:justify">This study aimed at investigating the outcomes of the cooperation practices, which were utilized to enhance the quality of work-integrated learning at Nong Khai Technical College. The investigation covered the following three aspects: 1) the changes that had arisen from the development of specified indicators; 2) the learning that occurred, and 3) the body of knowledge, which had been obtained from the practice. A participatory action research methodology was adopted during two semesters. There were 19 teachers and 30 students involved in the project. The results of the study revealed three key features. Firstly, the post-practice evaluation in both the first and the second cycles was higher than in the pre-practice evaluation. Secondly, the researcher, research participants and the college learned from various issues of the practice. This learning included gaining an awareness of the importance of collaborative work, the importance of studying the theoretical perspective in order to enhance the existing knowledge and experiences, and the importance of planning, practice, observation, and reflection in comprehensive work. Finally, the knowledge gained was found to correlate with Kurt Lewin's Force-Field Analysis which consists of the following elements: 1) expected change, 2) driving factors for change, 3) resistance to change, and 4) overcoming resistance.</p>

Development of Learning by E-Learning System: A Case of Mahamakut Buddhist University, Mahavajiralongkorn Rajaviyalaya Campus

This research aimed to develop learning by e-learning system in Mahamakut Buddhist University, Mahavajiralongkorn Rajaviyalaya Campus. The method used in this study was Participatory Action Research that consisted of two cycles of planning, practice, observation, and reflection during two semesters in the academic year 2020. Twenty-one teachers and forty students were voluntarily involved with the desired development and participated in this research. The three expectations from the development outcomes were: 1) the improvement under the identified indicators, 2) the researcher, the research participants, and the campus learned from practice, and 3) knowledge gained from practice will benefit continuous improvement in the future. The research findings illustrated three following aspects. Firstly, in both Cycles 1 and 2, the means of post-practice evaluations were higher than the means of pre-practice evaluations in the following programs; e-learning system development, meditation practice learning development, and teacher's skill enhancement for creating online media. Secondly, the researcher, the research participants, and the campus learned the following common aspects: an awareness of the importance of participation, being an all-the-time learner, and transcribing lessons from practice which was previously often neglected. Finally, the knowledge gained correlates with Kurt Lewin's Force-Field Analysis which consists of the following concepts: 1) Expected change, 2) Driving factors for change, 3) Resistance to change and 4) Overcoming resistance. Each component defines a set of thoughts and beliefs that Mahamakut Buddhist University, Mahavajiralongkorn Rajaviyalaya Campus, will implement as a basis for reviewing and strengthening an additional set of ideas and beliefs.

Review of the main sources of organisational resistance and how such resistance could be managed: Critical Analysis of Volta River Authority and Ghana Maritime Authority

Change has become inevitable in this global world making it imperative for organisations to change. Whatever form the change takes the individuals affected must be willing to accept the change. This research paper analyses resistance in two public organizations i.e. the Volta River Authority (VRA) and the Ghana Maritime Authority which occurred between 2003 and 2018. This paper dwells on Lewin's force field analysis of driving and restraining forces, and identifies reasons why resistance occurred in these two organizations during the period identified. Theories of Resistance identified as cognitive dissonance, the depth intervention, violation of the psychological contract and/or dispositional resistance in the form of inappropriate management style and leadership (Burnes, 2017) are discussed,. It has been found that Resistance to change is not uniform among human beings. Reasons for resistance are identified and strategies to overcome resistance are proposed. Lewin's three step model of Unfreeze, Change, and refreeze are revisited and Kotter's six ways of overcoming resistance are reviewed. Evidence gathered indicate that resistance occurred in these organizations mainly because of inappropriate leadership style. Transactional leadership is unlikely to establish a good psychological contract inside businesses during the change management process, which will reduce morale and performance. Transformational leadership, on the other hand, is likely to emphasize relationships, trust, commitment, and involvement, which may be required to keep employee loyalty and stimulate creativity. Transformational leadership style is therefore recommended in periods of change. Transformational leaders will rely on Kotter's eight step model to bring about change. Change must not be imposed in public organizations as it will definitely meet resistance. The focus of any change effort must first be to change attitudes. Communication is also very important in changing attitudes. A communications strategy should be linked with the broad stages of a planned change as well as the associated information requirements (Klein, 1996). Before implementing the change, personnel should be educated about it through one-on-one talks, group presentations, or memoranda and reports. Regular and effective communication may minimize employee uncertainty while involving them increases their commitment (Burnes 2017). Incentives might also be provided to active or potential resisters, such as providing a union a higher salary rate in exchange for a change in work rules. Manipulation, co-optation, and coercion are not viable strategies for bringing about change in public institutions. The resistance will have risen as a result of their use. Managers should, according to Lewin, first minimize the opposing forces before boosting the driving forces (Lewin, 1947).

The use of biotechnologies in textile processing and environmental sustainability: An emerging market context

The research aims to critically discuss key new biotechnologies in textile processing and examines the foundation of the resistance to adoption of such technologies in emerging markets. Using semi-structured interviews and the scientific literature, the paper draws on experts’ opinions about enzyme applications; at the same time, the paper interrogates policymakers and economic operators about the barriers to biotechnology adoption in emerging markets. The paper finds that the application of biotechnologies in textile processing is an environmentally sustainable alternative to traditional chemical processing. Enzymatic processing involves less water and energy, thus causing less environmental degradation. The research builds on strategic management tools, such as Lewin force field analysis and change framework to examine drivers and barriers to enzymatic processing specifically in the textile sector in developing economies. This has enabled the paper to suggest more vigorous and systematic actions from both policymakers and economic actors for greater environmental sustainability. The research contributes to raise awareness about the environmental consequences of older textile processing methods and defuses the argument that new technologies are out of reach for emerging market economic actors. Biotechnologies in the form of enzymatic processing represent strategic opportunities for emerging markets in economic, environmental and public health terms.

Leveraging intellectual capital through Lewin's Force Field Analysis: The case of software development companies

This article presents an original conceptual framework for the strategic management of intellectual capital assets in software development companies. The framework is based on Lewin's Force Field Analysis. The framework makes it possible to assess software company managers’ opinions regarding the way driving and restraining forces affect the pillars of intellectual capital. The capacity to adapt to change is vital for companies in knowledge-intensive industries. Accordingly, this study examined a sample of 74 Romanian software development companies. The aim was to help companies benefit from managing the driving and restraining forces acting upon the pillars of intellectual capital (human, structural, and relational). The effects of the driving forces, quantified by PathMaker software's Force Field Tool, were observed to be greater than the restraining forces for each pillar of intellectual capital. This paper contributes by showing the explanatory power of this framework. The framework thus offers a tool that helps managers drive change in their organizations through effective intellectual capital management. Furthermore, this article describes how to encourage the implementation of changes that create value for software development companies.

The Project-space Model: Visualising the enablers and constraints for a given project

This paper proposes a tool that can be used by practitioners to identify and represent the enablers to, and constraints on, the progress of a specific project: the Project-space Model. The diagrammatic tool is a response to the limitations of universal “critical success factors” for projects, and the calls for a more tailored and contextualised approach to managing projects. The Project-space Model prototype presented in the article embeds concepts from Heideggerian thinking, complexity science, Gestalt theory, and Lewin's Force Field analysis and life-space model. The tool has a ‘current-space’ and a ‘forecast-space’ and information regarding the enabling and constraining factors is shown through colour, scale and placement of icons within the ‘spaces’. The model is currently being tested through an action research case study. It is anticipated that the model will enable stakeholders to identify where their attention and action is most required in a given project.

A framework for challenging deficits in compression bandaging techniques.

Northern Irish (and all UK-based) health care is facing major challenges. This article uses a specific theory to recommend and construct a framework to address challenges faced by the author, such as deficits in compression bandaging techniques in healing venous leg ulcers and resistance found when using evidence-based research within this practice. The article investigates the challenges faced by a newly formed community nursing team. It explores how specialist knowledge and skills are employed in tissue viability and how they enhance the management of venous leg ulceration by the community nursing team. To address these challenges and following a process of reflection, Lewin's forcefield analysis model of change management can be used as a framework for some recommendations made.

Performance Measurement and Evaluation Practices and Problems in Amhara Region Public Sectors

The primary concern of this study is to observe the practices of commonly known change initiatives of BPR and BSC and the ensuing performance appraisal techniques Problems in Amhara Region’s Public Sectors based on the case study Observation results of Government Communications Affairs Office(ANRS GCAO) in particular. We are also interested in the relationships/links between the appraisal of individual co-worker performance and reward/promotion attached to it. With regard to the design, methods and procedures of the observation, three Core and three support Process Owners and six case team leaders respectively were participated. They were selected purposively due to their depth of knowledge about the change process. We employed non-probability sampling technique and a case study type of research methods. We adopt case study due to the fact that we mainly relied on to combine group interview with record analysis and observation. No measurement of individual co-workers is practiced in the organization as per the measurement criteria studied and promulgated by the regional government so far. Workers are not doing their jobs focusing on the mission and vision of the organization neither do they measure their daily activities based on time, quality, quantity and efficiency performance parameters. Finally, we proposed the Lewin's force field analysis as well as the ADKAR model and the five step communication strategies in our model are essentially fundamental to mitigate change resistant’s and enforce change in overall organization structures. In addition, we raised some success/failure factors contribute for implementation of the revised BPR and BSC as well as scientific tools to motivate workers objectively through overhauling performance and achieve organizational mission, vision and objectives.

Management in Historical Perspective: Stages and Paradigms

Based on the premise that ‘History matters’, and looking at the main trends and stages in British management since the late nineteenth century through to the present day, this article provides a rationale for including management history in business school curricula. In particular, in looking at how British managers have made the transition from an essentially ‘salaried’ to a ‘professional’ status, as well as applying Lewin's force-field analysis to tracing the rise of managerial capitalism, we stress the value of taking a long-term perspective in studying the essence and dynamics of managerial change.

Subject Recruitment for Cancer Control Studies in an Adverse Environment

Subject recruitment in an adverse environment prompted researchers to identify a novel method to gain a different perspective on the problem. Lewin's Model of Change was used in a post hoc examination of recruitment strategies from 5 cancer control studies of breast or prostate cancer. Based on this evaluation, driving and restraining forces in recruitment were identified. Lessons learned and recommendations are discussed based on this evaluation. Five categories of restrainers were identified from this evaluation and include sociocultural, institutional, individuals, budget, and study design. Conversely, only 3 categories of drivers were elucidated by the examination: sociocultural, institutional, and individuals. Lessons and recommendations ranged from addressing institutional barriers to capitalizing on public relations. Researchers entering a new environment for recruitment would benefit from using Lewin's force field analysis before writing a proposal or implementing a project. This approach better directs energy and resources and enhances the ability of the investigator to maintain a broad, less biased perspective.

Using Lewin's force field analysis in implementing a nursing information system.

Change is a regular occurrence in the healthcare environment. The computerization of nursing systems is one aspect of the changes taking place in the information revolution. As a result, nurses have widely varying attitudes toward computers and change in the workplace. To transition the nursing team effectively from one system to another, the nurse informaticist must be aware of the factors that encourage and those that impede the change. Strategies must be developed to assist nurses in moving forward with the transition. This article presents a theoretical discussion of how Lewin's Force Field Analysis Model could be applied in the practice setting to implement a nursing information system successfully.

Steering Our Future Course: Developing an Agenda for Managed Care and Child Welfare

As child welfare services are restructured for outcomes which demonstrate efficiency and effectiveness, there is a growing need to help professionals understand the choices and challenges of going to a market-driven approach. Lewin's force field analysis model is used to provide a systematic framework for understanding why managed care is not likely to fade away. An argument is made for a proactive response that is based on a family-centered, strengths-based approach to child welfare within the context of managed care.

Implementing child mistreatment risk assessment systems: lessons from theory.

Over the past ten years, public child protective services (CPS) agencies have adopted risk assessment systems in an effort to improve the quality of service delivery to children and their families. Various reviews of the impact of these models suggest that they have not lived up to their expectations and have had little or no impact on broad system indicators of service delivery. Foremost among the findings of existing studies is that these models have not been implemented and used as intended. The risk assessment field has not taken advantage of theoretical principles suggested by the organizational change literature. The researcher applies Lewin's Force Field Analysis to identify the forces for and against effective implementation of risk assessment systems in public agencies. The author suggests that lessons from theory could improve the effectiveness of the implementation of change in CPS agencies.

Deploying realistic estimation (field situation analysis)

Realistic estimation is a process by which the cost and time of software projects can be predicted. This enables management to set up attainable project objectives—that is software development organizations delivering what was promised, on time, and in budget. The main benefit is an enhancement of the professional credibility of these organizations. I have observed that some organizational aspects support deployment of software estimation while others block it. In this paper, I have defined these aspects as Driving Forces and Restraining Forces, as per Kurt Lewin's Force-Field Analysis. The purpose of this paper is to review these elements with a view to provoking new thinking.

The driving and restraining forces which affect technological innovation in organizations

In today's competitive environment, successfully adopting and implementing technological innovations is a necessity for organizational survival. Organizations are under intense pressure to adopt technological innovations due to financial and technological factors. At the same time, organizations are influenced by organizational and individual factors which restrain their ability to implement technological innovations. This study uses a model of organizational change to examine the factors which drive and restrain technological innovations in organizations. Lewin's Force Field Analysis procedure is modified and used to study the technological innovation process. This approach links the research on technological innovations to research and theory in organizational development. A study of technological innovation in three companies is performed to test the usefulness of this approach. The results show that financial, technological, and organizational factors drive technological innovations in organizations. However, technological innovations are restrained by financial, organizational, and individual factors. p]The approach developed in this report can serve as a useful tool for innovation champions. It provides a method to evaluate a company's implementation strategy and to identify problems in the innovation process. The approach can examine a single innovation, or analyze an organization's capability to implement continuous technological change.