Change of force fields.

Dr. José Alberto Santos

CREATOR OF FORCHING

AND RETCAMBIO

coachanges@gmail.com

Which is ontogenia?

Organic systems, such as the

company: They born

They grow

They develop

They come into conflict

They renew themselves

Remain

They die

Organic systems are renewed

through change

What is the change?

The modification of a state, condition

or concern in the new fact

The passage of a break, obstacle or

impasse towards its solution

But not all change is improved;

Although any improvement begin with the change in mind

The axes of advanced integrative

change

Time

Circumstances

Decisions

ONTOGENIA OF RETCAMBIO

AN

EVOLUTIONARY

PROCESS

GROWING

MATURATION

DEVELOPMENT

The dynamics of change

occur in Force fields

Kurt Lewin, The German social

psychologist, developed the

topological analysis of change

Valencies in the force field

The analysis of the force field,

together with the scenario

planning are two methods

adopted by the Retcambio

What is Retcambio?

A challenge to the obvious realities

through advanced integrative change

A commitment with a new beginning

Preparation

Kaizen

Timing

Miracles

Advanced integrative transformation

How to do the force analysis,

developed by Kurt Lewin?

Porpuse

Illustrate the relative pros and cons of a solution or occurrence.

Represent pros and cons as restrictive or motivating forces.

Porpuse

Help develop a strategy that corrects a solution to take these forces into account.

Use a convergent technique.

Procedures

All possible

restrictive

forces are

represented

by arrows

whose extent

depends on

the relative

strength of the

force they

represent.

PROCEURES

All possible

motivating forces

are represented

by arrows whose

extent depends on

the relative

intensity of the

forces they

represent.

Each member of

the circle identifies

as many of these

forces as possible.

The group

discusses these

forces.

Making an

order, the group

reaches a

consensus on

the extensions

depends on the

relative strength

of the forces

they represent.

Analysis of restrictive forces.

List all the forces that in your opinion are currently restricting or hampering the stability of your company.

OF THE EXTERNAL AND INTERNAL ENVIRONMENT_____________________________________________________________

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Each

member

of the

circle

identifies

as many

of these

forces as possible.

Driving forces.

List the most important driving forces that you think are intervening to maintain or increase job stability in your company.

OF THE EXTERNAL AND INTERNAL ENVIRONMENT__________________________________________________________________

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The group discusses these forces.

Diagram forces Mark with an X in the Diagram that follows the

constraining and driving forces that you have identified, in doing so, locate those forces in the scale of 1 to 5 that appears in the diagram, having as the highest point of thrust or importance in the Nº. 5 EXTERNAL INTERNAL

PUSH GRADE

5

4

3

2

1

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

RESTRICTIVE FORCES DRIVE FORCES.

By making

an order, the

group

reaches a

consensus on

the relative

extent of the arrows.

F19

F18

F17 F16

F13

F14

F15

F20

F12

F11

F19

F10

F9

F8 F7

F1

F2 F4

F5

F3

F6

10

9

7

6

5

4

3

2

-10

-9

-8

-7

-6

-5

-4

-3

-2

-1

1 SA

SD

EXTERNAL INTERNAL IMPONDERABLE

D

R

I

V

E

N

F

O

R

C

E

S

R

E

S

T

R

I

C

T

I

V

E

F

O

R

C

E

S

POSSIBILITY OF INFLUENCE AND CONTROL

Estimate the possibilities of neutralizing restraining forces and strengthening the

driving forces to improve

employment stability.

PUT IN THE BOXES THE NUMBER OF FORCES

“A”

HIGHT

“M”

MEDIUM

“B”

LOW

“I”

IMPONDERABLE

RESTRICTIVES DRIVEN

Based on the

diagram, the

group can

begin to

make a list

of strategies

that take

these forces

into

account.

BASIC STRATEGY.

The analysis of the force field demonstrates the presence of driving forces and restrictive forces. The four constraining forces are grouped together and form a force with organizational capacity and potential to create levels of significant instability.

The strategy of this set of forces is to induce a "Domino" effect focused on indicating VARIABE X as RESTRICTIVE

ACTION PROGRAMS TO REDUCE THE RESTRICTIVE FORCES

No. RESTRICTIVE

FORCES

DESCRIPTION

ACTIONS RESPONSABLE

OF ACTION

AND

COORDINATOR

PROGRESS

a) TO WHOM

b) Frecuency

ACTION PROGRAMS TO INTRODUCE OR

AMPLIFYING THE DRIVING FORCES

No. DRIVING FORCES

DESCRIPTION

ACTIONS RESPONSABLE PROGRESS

a) TO WHOM

b) Frecuency

BASIC STRATEGY.

Based on the considerations raised in the analysis of the force field, three possible courses of action are opened.

Wait.

To confront

Consensus, open spaces and promote economic activity and social welfare.

Reduce

Restrictive forces

Expand drive forces

Move along

CONCLUSIONS IN CASE OF BUSINESS CONFLICT

The analysis of the force field is allowed to establish the role of the different or different actors, in relation to the desired state, with which the strategy establishes axes and key areas that will facilitate to reach the expected situation.

The action plan, deriving from this dynamic, establishes a set of tasks to be carried out in the immediate, short and medium term; Which imposes the need for involvement, continuity and feedback until achieving sustainable changes and stability between communities and business.

The analysis of the restrictive forces allows to determine a grouping of forces with a "Domino effect", trying to sweep with those forces that are in its path.

CONCLUSIONS IN BUSINESS CONFLICT

The analysis of the driving forces lead us to focus on the "showcase" effect, transforming the problem into opportunity and allowing it to speak for itself, thereby eliminating the Domino effect.

It is anticipated that the changes in the scenario will impact more than words, prejudices or vested interests so that the future of this type of project will be viable.

The "showcase" effect, will promote in the communities surrounding the plant improvements in their conditions and quality of life, having access to condensed water suitable for agricultural development and agro-industrial projects that will translate into potential economic development in the micro region.

The action plan, as in the opening of a game of chess, will leave the driving forces of a condition internally strengthened and externally functional, which will achieve the objective that motivated this project.

ADVANCED INTEGRATIVE

CHANGE

THE ENERVATION OF ORGANIZATIONAL ENERGY AND THE

DECISIONAL TOXEMIA ARE UNBALANCED AND EXPOSE THE BUSINESS POSSIBILITIES

ADVANCED INTEGRATIVE CHANGE IS EXPENSIVE, BUT POSTERING OR IGNORING IT, MAKES IMPROVISATION HAVE HIGHER PRICE

PREPARATION IS THE VITAL CHANGE FOR ANY ORGANIZATION

THE CHANGE SHOULD NOT BE REMOVED, BECAUSE IN HIM, THE CURE COMES

CREATING CRISIS, IS LOOKING TO ACCELERATE THE CURE, WHEN THE ORGANIZATION IS BECOMING CONTAMINATED