How to Coach Yourself and Others Essential Knowledge For Coaching | Page 63

2. Brainstorm or Mind Map the Driving Forces - those that are
favourable to change. Record these on a force field diagram.
3. Brainstorm or Mind Map the Restraining Forces - those that
are unfavourable to, or oppose change. Record these on the
force field diagram.
4. Evaluate the Driving and Restraining forces. You can do this
by rating each force, from 1 (weak) to 5 (strong), and total
each side. Or you can leave the numbers out completely and
focus holistically on the impact each has.
5. Review the forces. Decide which of the forces have some
flexibility for change or which can be influenced.
6. Strategise! Create a strategy to strengthen the driving forces
or weaken the restraining forces, or both.
If you've rated each force how can you raise the scores of the
Driving Forces or lower the scores of the Restraining Forces, or
both?
7. Prioritise action steps. What action steps can you take that
will achieve the greatest impact? Identify the resources you
will need and decide how to implement the action steps.
Hint: Sometimes it's easier to reduce the impact of restraining
forces than it is to strengthen driving forces.
Criticism of the force field analysis usually focuses on the
subjectivity of attributing scores to the driving or restraining
forces.
Some writers suggest the model applies within limited settings
and that there are situations outside of these settings in which
Lewin’s theory may be less applicable.
At the end of the day the force field analysis is a tool that may or
may not be useful in your situation. You can decide this or allow