Force Field Analysis
For every change planned there forces for and against the proposed change. There are forces impacting the change and weighing the pros and cons of the idea of holding a large-scale, community-building meet. The meet is based under the community development. The forces for change include community, connections, collective action, control, coordination, collaboration and cooperation. The first force that will make the meeting successful is community which has key elements (Palmer, Dunford, & Akin, 2009). Community grows and maintain themselves by meeting the needs of their members, share values and influence and share emotional connection to enhance membership.
Connection enhances relationships and connections of other communities since it largely influence the well-being of individuals. Control is the most basic of human drives which enhance development and exercise. Collective action is an essential part of any approach that bring improvements in community therefore this are the key elements that are present during the meeting of community building. This develops a sense of community by creating a sense of belonging and membership (Palmer, Dunford, & Akin, 2009). Coordination, collaboration and cooperation leads to unity and enhance of belonging hence communalism there these forces will push the meeting to be effective for any change in the organization.
On the hand there are the forces that hinder community-building meeting, they include cash, language barrier, ethnic, class, racial lines and control. Cash is a major threat to the well-being of individuals and communities. Language barrier hinders communication hence causing hindrance during meeting. Ethnicity and racial lines also act as a barrier in community building meeting (Palmer, Dunford, & Akin, 2009). If community members can be able to learn the above restraining forces and regulates them then the organization will set up its policies and systems accordingly therefore the meeting become effective.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. Boston: McGraw-Hill Irwin.