• Identify the critical actors and facilitating actors, which include both actors who might support or against the change (about 1 page)
• Based on your force-field analysis chart, provide explanations for each force that you listed in the chart as well as the type of the forces (e.g., amenability, potency, and consistency) (about 4 pages)
• Write about what actions you plan to take with respect to each force, especially for working and uncertain forces (about two and a half page)
• Analyze how the change may affect different stakeholders and make certain to include (primary and secondary) service users.

List who they are and explain in what way they can influence the change effort.

For example, 1) what administrative or informal power this actor has to influence the change? In what ways? 2) in general, does this actor represent a driving force or restraining force? Note: an actor can act both as a driving and restraining force, so here is a general estimate. If you have difficulty in assigning an actor a type of the force this actor (he, she, they, or it) represents, you can skip this part. In other words, just identify the actor and no need to specify what exact kind of force it represents.

Try to identify as many environmental, organizational, and participant variables as possible if your change case seems to have too simple a force-field. When think through, you will be amazed that how even a tiny change actually involves many stakeholders and is influenced by many factors. – refer to the reading summaries that I provided you as well as your peers’ presentation slides of the textbook.

Part III: Action plan.

Usually, there is little thing we can do about framing forces (e.g., agency ideology and structure) but you can speak about how it might influence your change effort and your action plans.

Examples of action plans include: 1) Try to figure out the standpoint of an actor by asking a trusted colleague about it, if you are uncertain about a force; 2) Master a survey to gain insights about the scope and magnitude of the problem in question; collect some data within and outside the organization to make a case of the necessity of the change; 3) Try to establish a good relationship with an actor to gain their trust; 4) Try to build a reputation for a specific expertise to gain legitimacy to make the change; 5) Organize clients/colleagues to reach consensus and create urgency for a change; 6) The specific timing that you plan to expose your change intention, etc.

Refer to Chapter 6-9 of the Changing Human Service Organizations textbook and your peer’s presentation slides.

Be specific about how exactly the new change will impact different stakeholders, including the employees, middle-level and top-level managers, the organization as a whole, the funder, the clients etc.

Note regarding your writing style:

Try not to use jargons; use plain English so layman people can understand. When jargons are unavoidable, explain it to your best ability. Be specific but not abstract— take a step back and think if an outsider would be able to understand what you mean: provide examples when necessary.