1 / 11

Force Field Analysis of a Decision to Engage in Exercise

Force Field Analysis of a Decision to Engage in Exercise. Forces for Change (Driving) Weight gain Minimally passing treadmill test Feel lethargic, having no energy Family history of cardiovascular disease New, physically demanding job. Forces for Status Quo (Restraining) Lack of time

aulani
Télécharger la présentation

Force Field Analysis of a Decision to Engage in Exercise

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Force Field Analysis of a Decision to Engage in Exercise Forces for Change (Driving) Weight gain Minimally passing treadmill test Feel lethargic, having no energy Family history of cardiovascular disease New, physically demanding job Forces for Status Quo (Restraining) Lack of time No exercise facility at work Spouse/partner hates to exercise No interest in physical activity or sports Made a grade of D in a physical education class. Equilibrium

  2. Unfreezing Motivate Change (strengthen driving and/or weaken restraining forces) Change Use Effective Change Method Refreezing Solidify the Change Unfreezing Communication/Education Stop rewarding old behavior Negotiation/Promise of Rewards for new behavior Change Participation/Training/ Coercion Refreezing Reinforce with Resources/Rewards Lewin’s 3-Step Change Model

  3. Types of Changes • Technology/Product/Service • Strategy/Structure • People/Culture (Usually, more than one change at a time)

  4. Technology/Product/Service Change • Facilitated by “Ambidextrous” approach • looser structure for innovation than for established activities

  5. Technology/Product/Service Change • Innovation often requires expertise from several departments simultaneously (e.g., Marketing, R&D, Manufacturing) • “Bottom-Up after Horizontal-Linkage” • Horizontal Linkage Model: • Specialized departments • Horizontal linkages • Boundary spanning

  6. Horizontal Linkage Model

  7. Strategy/Structure Change • Mission, General Goals • Structural Design, Administrative Procedures, Management Systems • Usually “top-down”

  8. People and Culture Changes • TQM - Total Quality Management • OD - Organizational Development

  9. Organizational Development Use of behavioral science knowledge to promote people/culture changes such as: • Skill Development • Attitude Change • Teamwork

  10. Individual: Job Training Career Planning Coaching, Counseling Group: Sensitivity Training Role Playing Team-building The following can include large portions and even the Entire Organization: Survey-feedback Intergroup activities Process-consultation OD Techniques

  11. Organizational Development Sub-Categories of Consultation (from text) Action Research(Consultants gather data and apply theory to solve problems) Appreciative Inquiry(Consultants focus on replicating positive outcomes – to minimize defensiveness and placing blame) Parallel Learning Structure(More dependent on organization members for solutions)

More Related