Success . . . means the opportunity to experience and to realize to the maximum the forces that are within us. —David Sarnoff

In Principles of Topological Psychology, Kurt Lewin proposed that behavior is a function of the person and his environment. The Change Leadership Framework® expands on Lewin’s equation and models the forces that people and organizations experience on four dimensions, called the Four Forces:

1. Internal needs—Needs
2. Behavioral tendencies—Behaviors
3. Cognitive strategies—Strategies
4. Environmental forces—Environment

Therefore, the Change Leadership Framework proposes that Lewin’s “person” (P) is a function of his internal (psychological) needs (N), his innate behavioral tendencies (B), and his cognitive strategies (S). Expressed as Lewin would have loved to have seen it, this concept would yield the equation, Behavior = f (N,B,S,E).

These four dimensions function as primary components that are exhaustively inclusive of the universe of forces acting on the person or organization. For example, while your computer can render up to 16.2 million different colors, they are all comprised of different amounts of just three colors—red, green, and blue. Similarly, while people may feel many different forces, the Change Leadership Framework models them on four primary dimensions: needs, behaviors, strategies, and environment.

See people as a set of forces.

Develop the habit that every time you look at someone, you ask, “What forces does this person feel right now?”

Make profiles of the key stakeholders in your accounts and update them once a quarter. By definition, their behavioral tendencies should not change much over time, but their needs, strategies, and environment are constantly changing.

Constantly seek to develop a deeper understanding of your customers’ force fields. For example, you might seek a deeper understanding of a customer’s current emotional needs and how those needs have been met in the past. Every time you communicate with your customer, have a question prepared that improves your understanding.

Apply force field analysis to situations, as well, by identifying the factors that are influencing the situation. Then, seek to understand their sizes and how they will influence the final outcome.

Ask, “What forces is this person feeling, right now?” Constantly improve your knowledge of the customer. Apply force field analysis to all people and situations.