Field Theory

Field theory is best characterized as a method of analyzing causal relationships. The basic assertions of field theory are that (a) behavior is derived from a totality of coexisting facts; (b) these coexisting facts make up a field, and the parts of the field are mutually interdependent; and (c) behavior is affected only by the present field. Essentially, field theory is an approach to understanding group behavior by considering the field in which the behavior takes place.

Human behavior is the function of the individual and the field encountered. Changes in behavior arise from changes in the forces within the field. Driving forces tend to urge toward change and keep it going. Restraining forces act to hold back or decrease the driving forces. Group performance can be raised or lowered by changing the relationship between the driving and restraining forces. A state of equilibrium or organizational status quo is maintained when the two opposing forces are equal. For change to occur, the equilibrium or present level of performance must be altered by adding or strengthening forces in the desired direction or by diminishing opposing forces. A short-term increase in productivity may be achieved by increasing driving forces (being autocratic or increasing pressure on workers), but at the same time, new restraining forces develop, such as worker hostility and resentment caused by increased turnover and absenteeism, which can lead to lower productivity.

Force field analysis is the process of identifying, mapping, and determining the influence of restraining forces and driving forces. It would be possible for an administrator to understand not only individual and group behavior but also which forces need to be diminished or strengthened in order to improve productivity. Kurt Lewin, the creator of field theory, used a physical science analogy of changing the shape of a block of ice—unfreeze, change, refreeze—to explain organizational change. To effect change, organizational status quo must be destabilized (unfrozen) so that it will be amenable to change. Three processes are necessary for unfreezing restraining forces: disconfirming information that creates some form of dissatisfaction, alleviating feelings of survival anxiety or guilt, and establishing psychological safety from personal loss or failure.

Once workers are unfrozen and realize change is necessary, then planned change in group behaviors may emerge. Change could successfully be achieved at the group level through collaborative planning, action, and evaluation about the results of the action. Understanding and learning produced in the action research process feeds into changed behavior.

Refreezing or permanency should be an objective in the change process. Permanency of the new levels of performance requires refreezing or changes in the organizational culture, norms, and policies so that the modifications become an institutionalized part of its operation. Of course, this stability implies that a new force field is made relatively secure against change and opposing forces are again brought into equilibrium.