Responsibility charting &Force field analysis

Responsibility charting

It is a technique for identifying functional areas, key activities, and decision points where ambiguities exists; differences can be brought into the open and resolved through team effort.

The approach enables management to actively participate in the process of systematically described activities, decisions that have to be accomplished, and to clarify the responsibility that each plays in relation to those activities and decisions.

Objectives

Assists natural work teams in charting roles and responsibilities in a consistent manner

Assists natural work teams with development of implementation tool kits

Clarify individual / departmental roles and responsibilitiesIdentify accountabilitiesEliminate misunderstandings, encourage teamworkReduce duplication of effortEstablish “consults” and “informs” resulting in better

communications

Benefits

Increase productivity through well defined accountabilityReduced scrap and rework because need specifications are

clarifiedIncrease capacity by eliminating overlaps and redundanciesStreamline organization structure by collapsing unneeded

layers and placing accountability where it belongsBetter trained people by involving them in workshops where

fellow workers discuss all roles and functionsBetter planning process because of more participation of team

members as a result of building communication interfaces (consult and inform)

RACI Defined

Accountability “A” The individual who is ultimately responsible. Includes yes or no authority

and veto power. Only one “A” can be assigned to a function.Responsibility “R” The individual(s) who actually completes the task, the doer. This person is

responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individuals with “A”.

Consult “C” The individual(s) to be consulted prior to a final decision or action. This

incorporates tow-way communication.Inform “I” The individual(s) who needs to be informed after a decision or action is

taken. This incorporates one-way communication.

Process Steps

Introductory meetings are conducted to inform key management of the purpose and requirements of the process.

Decision and function lists are developed, analyzed and collated into a master functions list.

Responsibility workshops are conducted to agree upon functions definitions and to assign codes that describe the type of participation each role will have towards each function. The output is a responsibility chart.

The responsibility charts are documented and reproduced to distribute to all participants and interfacing organizations.

The communication and reinforcement of the new role definitions are accomplished through meetings with all individuals and departments involved.

Follow-up is conducted to ensure that relationships defined in the process are being adhered to and to encourage participants to live the roles.

RACI Chart Example

Force field analysis

Kurt Lewin's Force Field Analysis is a powerful strategic tool used to understand what's needed for change in both corporate and personal environments.

Kurt Lewin wrote that "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)".

So before the change the force field is in equilibrium between forces favorable to change and those resisting it.

What Kurt Lewin proposes is that whenever driving forces are stronger than restraining forces, the status quo or equilibrium will change.

There will always be driving forces that make change attractive to people, and restraining forces that work to keep things as they are.

Successful change is achieved by either strengthening the driving forces or weakening the restraining forces.

The force field analysis integrates with Lewin’s three stage theory of change as you work towards • unfreezing the existing equilibrium, • moving towards the desired change, and • then freezing the change at the new level so that a new equilibrium

exists that resists further change.

Steps to follow in force field analysis.

Define the change you want to see: Write down the goal or vision of a future desired state. Or you might prefer to understand the present status quo or equilibrium.

Brainstorm or Mind Map the Driving Forces: those that are favorable to change. Record these on a force field diagram.

Brainstorm or Mind Map the Restraining Forces: those that are unfavorable to, or oppose change. Record these on the force field diagram.

Evaluate the Driving and Restraining forces: You can do this by rating each force, from 1 (weak) to 5 (strong), and total each side. Or you can leave the numbers out completely and focus holistically on the impact each has.

Review the forces: Decide which of the forces have some flexibility for change or which can be influenced.

Strategize: Create a strategy to strengthen the driving forces or weaken the restraining forces, or both.

Prioritize action steps: What action steps can you take that will achieve the greatest impact? Identify the resources you will need and decide how to implement the action steps.

Thank you!