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Force field analysis as a research tool is analyzed and discussed. Assessment in organizational change must consider three areas. The tool used must incorporate level analysis, diverse types of information from a plethora of variables and must account for dynamics of stability and change. A force field is constructed by choosing a change goal, actors of change, range of forces available and valuation of the forces according to their effectivity to change. The force must be potent and amenable to the actors.

No abstract available for this article. [ABSTRACT FROM PUBLISHER]

No abstract available for this article. [ABSTRACT FROM PUBLISHER]

Three major types of organizational change are identified (alterations in behavior, technology, and structure), and the respective impact of each is explored. The difficulties in assessing the significance of a change idea are noted, and some criteria are suggested by which such an assessment can be made (eg., the number of organizational elements affected by the change). The paper concludes by noting practice implications stemming from an understanding of the types of change and their significance for those participants who have limited formal power. [ABSTRACT FROM PUBLISHER]