Conflict and change
Whenever we experience or try to bring about change, friction or conflict are usually not far away. We speak about such experiences in various terms such as uncertainty and powerlessness, stress and emotional turmoil, avoidance and resistance, competition or coercion, consultation or lack of it, collateral damage, threats to interests or opportunities, gains in influence or, loss of status or resources.

Very often, especially in the midst of large scale or complex change we experience ourselves as being at the mercy of the forces of change and the succession of events which occur. We may experience ourselves as having little choice or influence over the direction of change or may go into denial about the change that is occurring and its implications for our selves and others. We may personalise the conflict, get into destructive conflict with those moving in a direction we do not like and thus contribute to greater suffering and loss.

Being able to work “on” the change/ conflict rather than just “in” it; by being able to explore what is in conflict with what rather than just who is in conflict with whom; and by working together on the change/ conflict rather than against each other we stand a far better chance of coming through the turbulence of change with relationships intact having achieved a constructive mutually acceptable outcome. Key to mutual empowerment is the creation and exercise of choice. Here I outline how the Force Field Analysis tool can enable us put these key principles to work during change and conflict.

What is force-field analysis?
The Force Field Analysis is a way of organising information in diagrammatic form to help clarify a situation and indicate a way forward. Force-field analysis is a useful tool for looking at all the forces for and against a change and therefore forces that are in conflict with one another. Of course the initial map or representation may look very different from the perspectives of people driving or opposing.

When to use the tool
When there are a number of influences on a situation, both obstacles and forces driving it forward, the force field diagram can help raise awareness and illustrate all these conflicting influences. The ideas of all stakeholders are included, which helps to gain their buy-in to the solution. Force field diagrams can be used when conflict is anticipated prior to implementing change or when you need to:

Step 1 - Prepare collective map/ visual representation of current situation/ competing goals
This entails holding a structured brainstorming session with parties/ stakeholders. It is important to include everyone who will be involved in implementing the solution so that they will feel their views have been included and have participated in developing a solution. Create an inclusive illustrative map/visual representation of the current situation on a flipchart or whiteboard. No attempt is made at this point to resolve conflicting views or interests – include all without judgement or evaluation.

Step 2 - Agree on joint statement of desired goals
In most change and conflict scenarios there tends to be differing goals. What is seen as goal seeking by one may be perceived as interference by another. The challenge here is to reframe parties needs and interests in such a way that they are seen as goals that can be jointly worked on rather than as positions that set one against the other. Emphasise needs and interests of parties that require joint ownership and shared responsibility for their achievement. Write up the goals that parties are trying to achieve.

Step 3 - Re-draw map of current situation in relation to desired goals
At the core of this process is an agreed representation of the current situation in relation to desired goals. This refers to what is happening now that needs to be improved or changed. It is important to be clear about what the issues are and develop a shared understanding of how different aspects help or hinder achievement of desired goals in the current situation. The challenge is to describe rather than judge or blame and to identify the key levers/ forces that affect change or the lack of it or are perceived to be in conflict. List all the forces that affect the achievement of these goals for better or worse.

Step 4 – Draw force-field diagram reflecting driving and restraining forces in relation to desired goals
Next separate out the driving and restraining forces that help or hinder the chosen objectives. Ask the group, “What things are driving us toward our goals?” Driving forces can be actions, skills, equipment, procedures, culture, people, etc. List all the responses down the left hand side of the Force-field Diagram (see below). Make sure that everyone’s responses are included.

Once all the driving forces have been identified, ask the group, “What is restraining us from achieving our goals?” Restraining forces can be attitudes, outside influences, beliefs, lack of capability, etc. Again, list all responses as they are called out. Continue until all restraining forces have been
listed. Try to identify reasons for each of the restraining forces by asking, “Why do you think this is so?”. “How does it influence/impact on our goals”

Identify the relative strength of each of these forces and the way they impact on the current situation. This is represented by the length and strength of the force lines. This framing may give you some idea of how likely it is that your change will be successfully implemented. More importantly it will identify the key levers and forces that need to be activated or inhibited to bring about desired changes