Introduction Field theory was developed by Kurt Lewin in 1951. The theory has gained a lot of significance over the years and its applicability has increased significantly in various domains such as physical and social sciences. According to Martin (2003), field theory tries to explain how change occurs in various amongst individuals and organizations. The theory asserts that change emanates from interaction between various elements which have distinctive characteristics. Moreover, the field theory assumes that such interactions are affected by various forces that emanate from within or from the external environment. Martin (2003) asserts that ‘the theory has several generic characteristics no matter the domain of its application’ (p.9). Some of the major domains within which field theory is applied include process management, social science, change management and organizational development. This paper is aimed at explaining various domains within which field theory is applicable. Field theory and change management One of the domains within which field theory is applied relates to change management. Currently, organizations are facing numerous challenges arising from the internal and external business environments. This is further emphasized by Staver (2012) who asserts that ‘firms in different economic sectors are facing unprecedented speed of change that requires them to adjust their operations in order to survive’ (p. 60). Change impacts all organizations irrespective of their size, economic sector or structure. The impact can either be positive or negative. For example, change can lead to conflict between a firm’s management team and the lower level employees. Consequently, it is important for firm’s management teams to be effective in implementing change. Field theory plays a fundamental role in firms’ effort to implement change. This is made possible by the fact that the theory illustrates the various forces that impact change. The theory enables firms’ management to establish the various forces that may affect the change process. According to the theory, some forces drive change while others restrain its occurrence (Jeong 2009). These forces emanate from various sources such as individual’s needs, capabilities and interests. In the process of implementing change, it is essential for firms’ management teams to be agile and swift. However, existence of restraining and driving forces may hinder attainment of the desired objective. To implement their desired change, it is essential for firm’s management teams to develop a comprehensive understanding of their employees’ behavior. The reaction by employees towards the desired change may stimulate or hinder attainment of the set organizational goal. Field theory underscores the importance of understanding individuals’ behavior prior to implementing the desired change. According to Hughes and Wearing (2012), ‘field theory attempts to map the environment or field within which individual and group behavior occurs’ (p.63). The theory assumes that individual and group behaviors are determined by various forces. Some of these forces may originate from various sources such as the family, learning institutions and the workplace. The theory further emphasizes the importance of focusing on group behavior rather than concentrating on individ