We are what we pretend to be, so we must be careful what we pretend to be.
—Kurt Vonnegut

In the Change Leadership Framework the “strategy force” refers to the influence of the customer’s cognitive processes, which are essentially the processes of thinking. Cognitive processes are very different from behavioral tendencies, because when you do something cognitively, you do it mindfully, thoughtfully, purposely; whereas behavioral tendencies are attitudes and actions that are automatic, mindless, and uncontrolled.

So, the third of the Four Forces that guide individual or organizational behavior and change is the “cognitive strategies” the person employs. In the scheme of the Change Leadership Framework, cognitive strategies are the overarching tools, techniques, plans, systems, and other cognitive processes the person routinely uses to satisfy internal needs and cope with environmental forces and behavioral tendencies.

It is important to note that “cognitive strategies,” as used here, are not situation-specific strategies and tactics that plan a set of activities related to a certain situation. Rather, in the Change Leadership Framework, we are looking for the broad, cognitive strategies that act as guiding forces and influence the client’s behavior.
The client’s cognitive strategies may be the most important of the Four Forces because it is the only force the client can directly control.

First, understand what strategies the customer is currently employing. These established systems may serve to support change, or in many cases, they may have become limitations themselves. You will need to decide whether it is more expeditious to lead change within the constraints of the customer’s existing strategies or to change the strategies before leading the actual change initiative.

Second, develop new cognitive strategies to drive change. Remember, of the Four Forces, the customer has the most control over the strategies she employs. So, work with the customer to implement strategies that result in desired changes in the other three areas, that is, internal needs, behavioral tendencies, and environmental factors.

Understand how strategies are are limiting forces. Leverage existing strategies to support change. Drive new strategies to effect change among the Four Forces.