In this technique, the meeting is clearly divided into a beginning, middle, and end. The team leader first frames the purpose of the team and the meeting agenda, then fosters the generation and analysis of ideas through an open exchange, and at last finalizes to gain agreement toward action.
The frame-foster-finalize technique is a way to approach critical meetings that require a team to come to closure around a decision, recommendation, solution, or other output.
A list of forces working against the project, prioritized by importance and degree of influence, with potential implications and preventative actions identified.
To identify the most significant sources of resistance to a project at the outset, and to strategize ways to reduce, neutralize or eliminate their impact on the project’s success as early as possible, ideally before their effect can be felt.
List of forces working in support of a project and those working against it, with relative impacts graphically represented.
A team assessment of the impact of each of the forces likely to restrain success.
The team’s assessment of the relative probability and the seriousness of these impacts.
An initial list of potential specific actions for consideration which might reduce or eliminate the impact of those forces, and an assigned responsible person.
Use at the outset of a project, following a team charter session. It is often helpful to use this tool after doing a Stakeholder Analysis, as frequently specific issues will be identified with particular stakeholders.
A force-field analysis can be consulted to develop or assess project strategy at any point during the project.