Diagnosing the environment is an assessment process that focuses on determining the readiness of a target group to accept change. Two recent articles highlight the importance of thorough needs assessment prior to large-scale organizational change efforts. The reason for this is that, if the group or organization is not ready, resistance will occur and change will likely fail. One way to determine readiness to accept change is by conducting force field analysis. Lewin developed force field analysis to analyze the driving and restraining forces of change. Figure 14-2 illustrates force field analysis graphically using the example of a company that plans to introduce new production standards. The change manager, change agent, and possibly a change committee or task force would diagnose the environment to determine possible forces both for and against change. These forces are shown as “force” lines. The length of the lines indicates the relative force-the longer the line, the greater the force. Theoretically, for change to take place, the accumulation of forces for change has to exceed the accumulation of forces against change. In the example in Figure 14-2, the restraining forces would seem to prevent the introduction of new product standards unless the present situation is modified. Thus, the value of a force field analysis is that it allows intervention strategists to pinpoint specific support and resistance to proposed change program. In the example, the change manager must be able to reduce the resistance (e.g., restructure the labor contract) or increase the positive forces in favor of change. Force field analysis has recently been used to address change issues in professional accounting firms, hospitals, and a civil engineering firm.