Active learning ideas
Managing change is one of the most challenging aspects of corporate leadership. This topic explores why businesses must change, due to new technology, competition, or legislation, and why employees often resist it. Students use Lewin's Force Field Analysis to weigh 'driving forces' for change against 'restraining forces' that hold the business back. This framework is essential for students to learn how to plan and implement a successful strategic shift.
Activity 01
Present a scenario (e.g., a factory moving to full automation). Students use a physical 'tug-of-war' rope or a large wall chart to place 'Driving Forces' on one side and 'Restraining Forces' on the other, debating the strength of each.
What triggers strategic change within an organisation?
Activity 02
One student plays a CEO announcing a major change; others play skeptical employees. The CEO must use specific strategies (e.g., education, participation, or negotiation) to win them over.
How can Lewin's Force Field Analysis be applied?
Activity 03
Students think of a business that failed to change (e.g., Blockbuster or Nokia). In pairs, they identify the specific 'restraining forces' that prevented the business from adapting in time.
What are the most effective ways to overcome resistance to change?
A few notes on teaching this unit
Watch Out for These Misconceptions
Resistance to change is just people being difficult.
Resistance is often a rational response to fear of job loss, loss of status, or increased workload. Using role-play helps students empathise with employees and see resistance as a management challenge to be solved.
Change management is only for big, failing companies.
Successful companies must change constantly to stay ahead. Even small shifts in software or office layout require change management. Discussing 'continuous improvement' (Kaizen) helps broaden their perspective.
Methods used in this brief