Carillon Technologies Limited Lewin Force Field Problem Solving Model

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Problem Solving Model

The Force-Field Analytic Problem Solving Model was developed by Kurt Lewin in the 1940's. Since that time it has been widely used as technique for encouraging groups of people to tackle organizational issues that previously seemed too complex or too deeply rooted to approach. Community groups, governmental agencies, business teams and many other organizations have successfully applied the model to their problems.

It has been our observation that most work groups do no use a systematic strategy for solving problems. A simple model such as this one can provide a fresh and innovative approach to a perennial problem.

The Lewin Model operates as follows:

In any problem situation, the existing condition (status quo) has been reached because of a number of opposing forces.

Some of these forces (Drivers) push toward a solution to the problem.

Other forces (Restrainers) inhibit improvement or solution of the problem.

When the strength of the Drivers is approximately equal to the strength of the Restrainers, a balance or status quo is apparent.

Until the relative strength of the forces is changed, the problem will continue to persist.

To apply the model to any problem, follow these steps. The times indicated represent minimum discussion times.

Step 1 - Carefully and fully specify the problem (status quo). A problem may be defined as the difference between what currently exists and what should be. (5 minutes)

Step 2 - Define your objectives. What will the situation be like when it is solved? (5 minutes)

Step 3 - Brainstorm (without initial analysis) the Driving Forces and the Restraining Forces that contribute to the problem. (10 minutes)

Step 4 - Analyze these forces more fully. Develop a strategy for strengthening the Driving Forces under your control and weakening the Restraining Forces you can realistically do something about. (15 minutes)

Step 5 - Consider your strategy against your objectives. Will your problem solving strategy promote a change in the status quo? (5 minutes)

Example Problem;

A group of store management personnel had identified poor customer service as a critical problem to be solved. After completing Steps 1 and 2, they might brainstorm the possible Drivers and Restrainers that were contributing to the Status Quo, in the following manner.

STEP 1: ANALYZE THE STATUS QUO.

Begin your problem solving by analyzing the current situation (Status Quo). What facts cause this group to believe a problem exists? If reports and statistics are available, include them in the discussion. After sufficient discussion, try to define the problem in one or two sentences. Does everyone see it from a similar perspective? Write a definition of the problem here.

Problem Statement: Promised delivery times to customers are not always met. Analysis: Negative feedback from CSR's and sales Internal and External customer complaints Delayed billings Work in process too high Lack of repeat business Cancelled orders

STEP 2: DEFINE YOUR OBJECTIVE(S).

If the problem were solved, what would the situation be like? What does this group expect to accomplish by spending time and energy on a problem solving discussion? Is this objective(s) actionable? Measurable? Time-bounded? If so, write it (them) here. Do not go to Step 3 until the team has achieved clarity on what the specific outcome of the problem solving discussion should be.

Identify the objective(s) (If problem were solved, what would things be like?) 100% on-time shipments/deliveries Better company reputation Faster company growth More efficient workflow Higher staff member and customer morale Satisfied customers More predictable cash flow More repeat business

STEP 3: BRAINSTORM THE DRIVING FORCES (first) AND THE RESTRAINING FORCES (second) CONTRIBUTING TO THE FORCE FIELD.

To Brainstorm, means to generate ideas without judging their merit. Get as many Drivers and Restrainers "on the table" as possible. No judgments of any kind may be offered now. Quantity is what is important at this stage. (Quality comes in Step 4.) Use the Force Field diagram for recording your Drivers and Restrainers. The rules for a brainstorming discussion are as follows: Ideas should be volunteered off-the-top-of-the-head. Practicality is not a consideration. "Far out" ideas are welcome. No one may say "no" or "we tried that before" or "it won't work" or any other evaluative statement. No discussion may be held on the merits of any idea. All ideas must be recorded, as they are initially stated, in the appropriate Driver or Restrainer arrows.

DRIVERS  RESTRAINERS Management Commitment Lack of production information More accurate time estimates Manual paperwork system for tracking and planning jobs Staff morale Plant overcapacity Increase staff size Unrealistic customer demands Automatic scheduling via computer Padded schedules Automatic production control and reporting via computer No sense of urgency Obtain more adequate and versatile equipment Lack of planning time Maintain production options Too many commitment makers Increase training of staff  Lack of space Perform Sales/ Production Planning Lack of and planning problems with outside sources Improve control of outside services Rework Sell fewer but bigger jobs Customer changes Sell more profitable jobs   Consolidate schedule decision making   Improve quality control   Improve raw material

STEP 4: DEVELOP A SOLUTION STRATEGY.

Now is the time to become critical. Using your rational skills, select our the 3 or 4 Drivers and Restrainers your group can realistically do something about. Test your realism against these Circles of Influence. Your strategy should be composed of only Circle A Drivers and Restrainers. List the Drivers you will attempt to strengthen and the Restrainers you will attempt to weaken. Circle A represents problems that can be solved by this team. Circle B represents problems that the team can influence but cannot completely control. Circle C represents problems or forces affecting the team over which it has no control.   Driver #1 Driver #2 Driver #3 Driver #4 Restrainer #1 Restrainer #2 Restrainer #3 Restrainer #4

The Plan Strategy Driver 1. Consolidate the scheduling decision-making process Driver 2. Improve accuracy of time estimates Driver 3. Computerize scheduling, production control and reporting Driver 4. Obtain/Promote management commitment to quality and delivery Driver 5. Seek out more creative manufacturing processes Restrainer 1. Expand size of plant Restrainer 2. Reduce rework Restrainer 3. Achieve agreement on plant overcapacity philosophy Restrainer 4. Improve quality and quantity and response times from outside sources

STEP 5: COMPARE YOUR STRATEGY TO YOUR OBJECTIVE(S).

Describe how the strategies selected will help achieve the objective(s) set. (How will the Force Field be unbalanced so that the gap may be closed?) Evaluation of the Application After the team has completed the Force-Field application, time should be spent in critiquing the team's use of the model. Were all five steps followed? Was each stage completed before going on to the next? If the problem was an actual problem, would the solution strategy be appropriate to real-world circumstances? Will the team use the model again to solve other practical problems?

Compare the strategy (Step 4) with the Objectives (Step 2) (will the strategy accomplish the objective(s)?) Implement the strategy by finalizing and acting upon: Detail the step-by-step actions to be taken. Identify who will be responsible for each step and get their commitment. Establish completion timeframes for each step and checkpoints to monitor progress. Definitions: Problem: A level of activity different from what is desired. Driver: Elements in the current situation that if used or strengthened could promote change. Restrainer: Elements in the current situation that if weakened or eliminated would allow change to occur.

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