To some extent, all companies possess a unique corporate culture, and therefore, a unique set of workplace behaviors and interactions. This is because work groups or Interactions are made up of several unique individuals. Each has his or her own personality, characteristics, habits and set of values. Though each worker may have a predetermined set of tasks, the method or process used to complete those tasks will vary from one worker to another. Workers can achieve goals and complete projects together despite the individual differences. This happens because we learn to adapt quickly to new situations and group expectations. One explanation of why individuals are able to come together to achieve goals is the Field Theory of Kurt Lewin. He explains behavior as being determined by all the parts, both internal and external, that make up an individual. The collection of parts that make up the individual is known as a “field.” Individual perceptions of self, related to the surrounding environment provide a basis for explanation of group behavior. One worker or work group member may perceive himself or herself as a leader among the other members. Another may perceive more highly developed organizational skills compared to group members. At the core of Lewin’s theory are three basic features. “Behavior is a function of the field that exists at the time the behavior occurs, analysis begins with the situation as a whole form which different components are differentiated, and the concrete person in a concrete situation can be represented mathematically” (infed.org).