How do I create a force field analysis?

juli 18, 2026

A force field analysis is created by systematically identifying, scoring, and weighing all forces that promote change (driving forces) against all forces that resist it (restraining forces). The result is a clear overview that helps you decide whether to implement a change and how to strategically reduce resistance. In this article, we answer the most frequently asked questions about this powerful analysis tool.

What are the driving and restraining forces in a force field analysis?

In a force field analysis, driving forces are all factors that support or accelerate a desired change, while restraining forces are all factors that slow down or block that change. The balance between the two determines whether a change succeeds. This concept originates from social psychologist Kurt Lewin, who argued that every situation represents an equilibrium between opposing forces.

Driving forces can take many forms:

External pressure, such as new legislation or market shifts
Internal support, such as enthusiastic colleagues or a supportive manager
Available resources, such as budget, time, or expertise
Personal motivation and ambition of those involved

Restraining forces are equally diverse:

Fear of the unknown or loss of control
Lack of trust in leadership
An organizational culture that discourages change
Time or capacity constraints among those involved

It is important to understand that this is not just about rational forces. Emotions, unwritten rules, and informal power dynamics play an equally significant role. Those who know the organization well are precisely the ones who can spot hidden restraining forces before they cause a change effort to fail.

When should you use a force field analysis?

A force field analysis is best used when you want to implement a significant change and need to understand which factors will promote or hinder success. The tool is particularly valuable in situations where resistance is expected or where multiple parties are involved in a decision.

Concrete situations where a force field analysis proves useful:

You want to launch a new project or initiative within an organization
You are considering a career move and want to realistically assess its feasibility
You want to drive a team or culture change
You are facing a strategic decision involving multiple stakeholders
You notice that a previously initiated change effort is stalling

The analysis is also highly suitable as a personal leadership tool. When you are working on your own position, influence, or visibility within an organization, a force field analysis helps you identify which people and circumstances are moving you forward — and which are not. That insight forms the foundation for every strategic next step.

How do you create a force field analysis step by step?

A force field analysis is created in five steps: define the desired situation, identify the driving and restraining forces, score them by strength, map them visually, and determine your strategy. Each step builds on the previous one, and together they provide a complete picture of the situation.

Steps 1 through 3: preparation and inventory

Step 1: Define the desired situation. Formulate as concretely as possible what you want to achieve. Vague goals produce vague analyses. Write the desired situation as a clear, positive statement — for example: “Our team will be fully using a new project management tool within three months.”

Step 2: Identify all forces. Brainstorm without judgment about everything that could promote or hinder the change. Ideally, involve others in this process, as they may see forces you have overlooked. Consider people, systems, culture, resources, and external factors.

Step 3: Score each force. Assign each force a score from 1 (weak) to 5 (very strong). This makes the analysis measurable and comparable.

Steps 4 and 5: visualization and strategy

Step 4: Visualize the force field. Draw a vertical line down the center of a sheet of paper or whiteboard. List the driving forces and their scores on the left, and the restraining forces on the right. Use arrows whose thickness or length reflects the strength of each force. This makes the balance visible at a glance.

Step 5: Determine your strategy. Based on the visual overview, decide how to move forward. Will you strengthen the driving forces, weaken the restraining forces, or both? This is the step where analysis turns into action.

How do you score and weigh the forces in the analysis?

You score forces in a force field analysis on a scale of 1 to 5, where 1 represents a weak influence and 5 represents a dominant influence on the change. By adding up all scores on each side, you can see whether the driving forces or the restraining forces are currently stronger.

When scoring, pay attention to a number of factors:

Impact: How significant is this force’s direct influence on the outcome?
Manageability: Can you strengthen or weaken this force?
Urgency: Is this force already at play, or will it emerge later in the process?

A common mistake is to focus solely on the total score. However, a single restraining force with a score of 5 — such as an influential opponent at the executive level — can outweigh four driving forces each scoring 2. Always factor in the strategic position of each force. A force that is difficult to influence but has a major impact calls for a different approach than one that can easily be strengthened.

What is the difference between a force field analysis and a stakeholder analysis?

A force field analysis maps all factors that influence a change, while a stakeholder analysis focuses specifically on the people and parties involved in that change. The force field analysis is broader in scope; the stakeholder analysis goes deeper on the human dimension.

In practice, both analyses complement each other:

The force field analysis provides the complete picture: people, systems, culture, resources, and external circumstances combined
The stakeholder analysis focuses specifically on who the relevant individuals and groups are, what their interests are, and how much influence they hold

Stakeholders are therefore one component of a force field analysis, but far from the only factor. An outdated IT system, a tight deadline, or an unfavorable market condition are also forces — but not stakeholders. Combining both analyses gives you the most complete strategic picture of a change process.

What are the most common mistakes made in a force field analysis?

The most common mistakes in a force field analysis are: completing the analysis too superficially, only including rational forces, and failing to translate the analysis into concrete action. The result is a neat diagram that ends up in a drawer without any effect.

Other common pitfalls include:

Conducting the analysis solely from your own perspective. Your blind spots are found precisely in the areas where you feel most certain. Involve others for a more accurate picture.
Ignoring informal forces. Unwritten rules, informal leaders, and undercurrents within an organization are sometimes more powerful than the formal structure. Leaving these out means missing critical information.
Treating forces as static. A force field changes over time. Someone who is a restraining force today may become an ally tomorrow. Repeat the analysis whenever significant changes occur in the environment.
Focusing on weakening restraining forces rather than strengthening driving forces. Both are necessary, but starting by building support often generates more energy and less resistance.

How do you use the results to reduce resistance?

You use the results of a force field analysis to reduce resistance by intervening deliberately on the strongest restraining forces: understand the underlying interests, identify the most manageable forces, and consciously work to build support among key figures. The analysis tells you not only what is at play, but also where you can make the greatest difference.

Practical steps to reduce resistance based on the analysis:

Identify the source of the resistance. Is it fear, lack of information, loss of status, or something else? The approach differs depending on the cause.
Find the most manageable restraining forces. Don’t start with the hardest nut to crack — begin with the forces you can shift most quickly. Small wins build momentum.
Actively strengthen the driving forces. Make sure allies are visible and vocal. Support that remains silent does not register in others’ perceptions.
Hold targeted conversations. Use the analysis as the basis for one-on-one conversations with people who play a key role in the force field. Understanding what drives someone makes it far easier to persuade them effectively.

Reducing resistance is essentially a matter of personal leadership: you need to be willing to engage in difficult conversations, understand competing interests, and navigate strategically within a complex environment. That requires both analytical insight and the courage to act on what you see.

How InTouch helps with force field analysis

A force field analysis is a powerful tool, but the real difference is made when you can translate the results into concrete steps within your specific organizational context. That is precisely where we help ambitious women.

In our Masterclass Stratego for Women, you will learn, among other things:

How to create a force field analysis for your own situation
Which unwritten rules are at play in your organization
How to recognize the different types of players in your environment and approach them strategically
How to turn resistance around and build support without losing yourself in the process
How to strengthen your personal leadership and take greater ownership of your career

The program runs for six months and takes place in small groups of no more than twelve women, allowing for genuine depth and personal application. With nearly 30 years of experience and a no-nonsense approach, we offer concrete tools you can put to use the very next day. Want to find out whether the Masterclass is right for you? Get in touch with us and we would be happy to explore it together.