Forcefield analysis, explained: here’s how to achieve change
Posted on: 23 June, 2025
What is forcefield analysis and Kurt Lewin’s Model of Change, and how can it be applied to the built environment?
Change is inevitable in any sector, but in construction, there are multiple pressures and industry shifts that can impact just how quickly transformation needs to happen. In order to have successful implementation of change, project champions must have a clear understanding of the challenges ahead.
Whether it’s digital transformation or the adoption of sustainable practices, forcefield analysis can help businesses gather the insight they need to take action. But what is forcefield analysis, how does it work, and how can we use it to pioneer change in the built environment?
Here, we explain it all.
What is forcefield analysis?
So what is forcefield analysis by definition? Developed by psychologist, Kurt Lewin, forcefield analysis is a decision-making and problem-solving tool that helps us to make sense of the dynamics of change.
The tool identifies and analyses the “driving forces” that cause change and the “restraining forces” that prevent it. By mapping out these opposing forces, it’s possible to understand how these forces work in a visual way.
This means you’ll be able to develop effective strategies to either strengthen the driving forces or minimise the restraining forces to make outcomes more desirable.
How does forcefield analysis work?
This method of balancing the forces of change supports the principle that driving forces should be stronger than restraining forces. The latter should be addressed and any resistance to change must be tackled in order to move initiatives forward.
Here is breakdown of the key concepts of forcefield analysis:
Driving forces
These forces are the factors that push for change in an organisation. They can be defined by both internal desires and motivations, as well as external pressures that create an urgent requirement for change to happen.
Some examples of driving forces include:
- Changing markets and business landscapes
- Internal organisational needs
- Advancements in technology and the need for modernisation
- Shifts in personnel or employee demands
- Leadership vision for innovation or cultural change
Restraining forces
On the flipside, restraining forces work to inhibit change. They tend to be obstacles that act as a barrier to change, or limitations that prevent change initiatives from reaching their full potential.
Some examples of restraining forces include:
- Resistance to change as seen in the workforce (usually caused by fear of change)
- Limited resources or the lack of funding to support change initiatives
- An outdated organisational culture that doesn’t prioritise innovation
- Leadership with the risk-averse mind-set and organisational inertia
- Lack of skills and knowledge, or having no access to training
Equilibrium
This represents an equal balance between the opposing forces, where the current state of transformation is stagnant. Neither side has enough force to override the other, resulting in no change or movement.
The status quo can only be shifted if the balance is disrupted. For construction businesses looking to successfully roll out change and transformation initiatives, driving forces have to be amplified or restraining forces must be reduced.
Lewin’s Model of Change
After addressing the push and pull of the opposing forces, change needs to happen in three stages and this is explained in Lewin’s ‘Model of Change’.
1. Unfreeze
Recognise the need for change and plan for the desired change activities.
2. Change
Plan and implement change initiatives and engage with employees/stakeholders.
3. Refreeze
Successfully integrate and solidify changes, and develop ways to sustain it.
How to conduct forcefield analysis
This tool can benefit both small and large scale initiatives, including individual construction projects as well as wider organisational changes. Whatever the application or purpose, the analysis should always be conducted by a team of people, rather than being a single-person role.
Here are the five steps to follow for any project:
1. Create a proposal for change
The first step is to establish your goals and objectives, and define the expected outcomes. Once you have these, you can begin to create a proposal for change.
2. Identify driving forces
Next, you’ll need to ascertain the key driving forces that could help to push through the change you are proposing. Be sure to consider both internal motivations and external influences as this will help to strengthen your proposal.
3. Identify restraining forces
Similarly, you’ll need to establish exactly which factors are holding you back. Incorporate as many potential restraining forces you can think of as understanding what these are will help you reduce barriers to change further on.
4. Score each factor
Assign each force an impact score. This should be based on the varying degree of influence they have on your desired outcome, so score them from one (weakest) to five (strongest). Then add up the scores for both sides to determine how much work needs to be done.
In many cases, the analysis can be used to help you or your stakeholders decide whether a program is viable based on available resources.
5. Review and develop a plan
After reviewing the feasibility of your project and gaining a clear view of driving and restraining forces, you can start to develop a plan. Propose actions and solutions to positively support driving forces, while minimising restraining forces.
Final thoughts
A forcefield analysis can be useful across a number of applications. If you are rolling out a new initiative where change resistance is going to be a challenge, having a change management strategy will be vital to project success.
Resistance to change can be one of the biggest barriers to transformation, and can be problematic whether it sits at an individual level or organisational level. As some of the main causes of resistance are fear and mistrust, effective communication channels will be instrumental to your project. The more training, information and support you can provide, the easier it will be to mitigate pushback from employees.
Throughout any change management program, the quality and frequency of communications will be key, and people will be at the heart of meaningful change in your organisation.
