Draw a Force Field Analysis for the following agency: Scottish Homes, a national housing agency faced major changes in the 1990s. For example, the Citizen’s Charter held public bodies accountable for the raising of standards and the wise distribution of funds, compulsory competitive tendering for public bodies threatened in-house service functions, and the government had instigated the transfer of its housing stock to tenant managed housing associations. All this created a challenging operating environment for the Agency. In the face of such massive change the Board of the Agency in 1995, instigated a strategic review. The organizational implications of such dramatic change were that it affected the original core business, the promotion, development and management of rented housing stock (the stock had to go), in turn the business units created to service the core business were under threat from a lost “market” and the need to compete with external enterprises to secure business. However, if the problem was treated purely as one requiring a repositioning of the organization, then there was a danger that owing to the unclear situation regarding resources and time scales, and the competitive threat, the opportunity would be lost and the Agency would be forced into a purely reactive role. The Agency recognized that it had to undertake a form of corporate renewal in an attempt to ensure that the organizational design and strategy matched of urgency and set about identifying change agents, prime movers, to instigate change within their spheres of control. Scottish Homes now saw itself not only as being a support service to housing initiatives, but also as being involved in local economic regeneration, finance and legal services.