Understanding driving forces in Kurt Lewin's Force Field Analysis

Outline (quick guide to structure)

• Open with a relatable question about Lewin’s Force Field Analysis and the term for the forces that push change forward.

• Quick refresher: what the model is and what the two force groups do.

• Define the correct term: driving forces, with clear examples.

• Practical how-to: how to spot driving forces and use them to shape change in talent development.

• A simple, tangible example relevant to CPTD topics (learning, leadership, and performance).

• Common pitfalls and how to avoid them.

• Takeaways for applying this in real-world talent development work.

• Warm, human close that invites readers to think about their own change efforts.

What pushes change forward? The short answer

Let me explain in plain terms. In Kurt Lewin’s Force Field Analysis, the forces that support a desired change are called driving forces. Yep—driving forces. Think of them as the gusts that fill the sails on a ship headed toward a new horizon. Without enough wind, even the best boat crawls; with steady wind, a good voyage becomes possible. That’s the core idea here.

A quick refresher: what the model is really about

Lewin’s idea is simple, yet powerful. Any planned change sits in the middle of a set of active pressures:

• Driving forces push you toward the target state.

• Restraining forces push you away from it or slow you down.

To move forward smoothly, you want to amplify the driving forces and either reduce the restraining forces or learn how to ride the friction without getting stuck. It’s not about eliminating resistance entirely—that would be unrealistic. It’s about tipping the balance so that the folks who influence outcomes feel the pull toward the new way.

Driving forces: what they look like in real life

If you’re studying talent development, you’ve probably already seen many of these in action. Driving forces are the catalysts that make people and systems lean toward the desired change. Here are some common examples you’ll encounter in workplace learning and development contexts:

• Leadership support and visible sponsorship from senior managers.

• Clear, compelling business reasons: a real need tied to performance gaps, customer outcomes, or competitive pressure.

• Positive feedback loops: early wins, measurable improvements, and recognition that the change works.

• Resource availability: budget, time, and access to the right tools or platforms.

• Learner readiness: a culture that values growth, curiosity, and continuous improvement.

• External market or regulatory pressures that create urgency.

• Collaboration and cross-team alignment that makes implementation smoother.

When to expect driving forces to rise

Driving forces aren’t the same every day. They grow stronger when leaders publicly champion a path, when data shows a real performance gap being closed, or when users experience tangible benefits from an initial pilot. They tend to wane when there’s confusion about goals, inconsistent messaging, or competing priorities that pull attention away from the change.

A practical way to work with them

If you’re working on a change initiative in talent development—say you’re rolling out a new leadership development program or a refreshed onboarding experience—here’s a simple approach to leverage driving forces without turning the process into a long, drawn-out project:

• Identify the change you want. Be concrete: what will look or feel different after the change?

• List potential driving forces. Include both formal (policies, funding) and informal (team enthusiasm, peer support) drivers.

• Prioritize them. Which forces are strongest right now? Which ones could be built up quickly?

• Accelerate the strongest drivers. Provide leaders with talking points, metrics they care about, and early success stories.

• Monitor continuously. Check in with stakeholders, celebrate early wins, and adjust as needed.

From tension to traction: a simple example you can relate to

Imagine your organization wants to shift from a traditional, lecture-heavy training approach to a more blended model that blends microlearning with in-person coaching. Driving forces might include:

• Leadership endorsement: executives publicly backing the blended approach.

• A proven ROI signal: data showing faster skill transfer after shorter, focused modules.

• Positive learner feedback: participants enjoying the flexibility and practical relevance.

• Available tech: a learning platform that supports bite-sized modules and coaching interactions.

• Regulatory or customer expectations: demand for faster, more applicable skills.

In parallel, you’ll still have restraining forces, like existing habits, time pressure, or the skepticism of some long-tenured staff. The trick is to maximize those driving forces while addressing or softening the restraining ones.

Balancing the full picture: why restraining forces still matter

Yes, driving forces are essential, but ignoring restraining forces is a common trap. If you don’t acknowledge the pull of resistance—concerns about time, fear of change, or past experiences with failed initiatives—you’ll likely hit rough patches. Lewin’s insight is to map both sides and then tilt the balance. In practice, that means tackling concerns head-on, providing clear pathways for support, and creating visible early wins that reinforce the change in people’s minds.

A real-world metaphor you’ll recognize

Think of change as a push-and-pull dance. Driving forces pull you forward; restraining forces pull you backward. If you’re trying to move forward on a dance floor, you don’t try to yank your partner into a new step; you guide the rhythm, offer a cue, and create a moment where the new move feels natural. In talent development, that rhythm looks like a well-communicated vision, small scalable pilots, frequent feedback, and support structures that make it easy for people to try the new approach.

How to apply this in CPTD-relevant contexts

The CPTD domain of talent development covers a lot of ground: designing learning experiences, evaluating impact, and shaping performance improvements. Here’s how Force Field Analysis can be a practical tool in these areas, without turning into a big, overhead project:

• For a new onboarding program: drive emphasis through leadership involvement, early success stories, and a clear map from onboarding to performance metrics.

• In a leadership development initiative: anchor the change with sponsor advocacy, peer coaching networks, and visible progress updates that show managers the impact on team performance.

• When adopting digital learning or microlearning: emphasize accessibility, mobile readiness, and quick wins that demonstrate value to busy employees.

• In performance support rollouts: align with managers’ goals, provide just-in-time resources, and celebrate teams that improve time-to-competence.

Key pitfalls to watch for (and how to sidestep them)

A few common missteps can derail efforts if you’re not careful:

• Treating change as a one-off event. Change is an ongoing process; stay adaptive and ready to adjust drivers as you learn what works.

• Ignoring the human element. Data is essential, but so are conversations with stakeholders, especially those who feel threatened by new ways.

• Overloading on new tools. Tools help, but they don’t replace clear communication, training, and follow-through.

• Underestimating time. Momentum comes from steady progress, not a single heroic sprint.

• Failing to measure impact early. Quick wins build belief and momentum, which fuels further change.

What to take away: a compact checklist for your next change effort

• Define the target state clearly. What exactly changes, for whom, and by when?

• Map driving forces and restraining forces. Don’t skim—the details matter.

• Prioritize and empower. Focus on the strongest drivers first; give leaders and teams the support they need.

• Create a plan for quick wins. Demonstrate value early to lift morale and buy-in.

• Monitor, listen, adapt. The balance shifts as you implement; stay responsive.

A little more context, for the curious minds

If you’re absorbing CPTD topics, you’ll notice that Force Field Analysis overlaps with change management, stakeholder engagement, and learning design. It grounds theoretical ideas in practical steps. It helps you talk to leaders in their language—outcomes, impact, and risk—while keeping the learning and development work human-centric. And yes, it’s a helpful companion when you’re evaluating new programs, shaping coaching strategies, or even crafting performance support systems that stick.

Closing thought: there’s elegance in balance

Lewin’s insight isn’t about clever tricks; it’s about balance. Change gets traction when the push toward the new state is strong enough to overcome friction, doubt, and old habits. In talent development, that means building credible reasons to change, funding and facilitating the effort, and keeping the human side in view—the people who will live with the new approach every day.

If you’re pondering your own change initiatives, ask yourself: what are the driving forces that will propel this forward, and which restraining forces do I need to soften or manage? Start there, and you’ve already set a practical course for moving from intention to impact.

Would you like to map a current change idea you have onto a Force Field Analysis? I can help you draft a simple driving-forces list and a restraining-forces list, then sketch a plan to tilt toward the desired outcome.