According to Lewin's Change Process, organizational behavior is a product of which two forces?

In Lewin's Change Process, organizational behavior is indeed viewed as the result of two opposing forces: those that promote change and those that resist it. The concept is rooted in Lewin’s model, which describes change as a dynamic balance between driving forces (pushing for change) and restraining forces (maintaining the status quo).

Driving forces can include innovations, new technologies, or shifts in the market that compel an organization to evolve. Conversely, restraining forces may include existing cultural norms, habits, or fear of the unknown that may inhibit transformations within the organization. This interplay determines how effectively an organization can evolve, highlighting the importance of understanding both sides in managing change effectively.

Other options, such as stability and technology or training and development, do not capture the dual forces framework established by Lewin. Policy and procedure, while relevant to organizational behavior, do not specifically encapsulate the tension between change and resistance that is central to Lewin's theory. Hence, recognizing that organizational behavior is driven by the balance between maintaining the status quo and pushing for change provides a clear understanding of the dynamics at play in Lewin's model.