John E. Jones

Inclusion is defined behaviorally as “the need to establish and maintain a
satisfactory relation with people with respect to interaction and association” (Schutz,
1967, p. 18). This need connotes ideas like “associate,” “interest,” “belong,” “attend to,”
“join.” Terms that connote the lack of, or negative, inclusion are “isolated,” “lonely,”
“withdrawn,” and “ignored.” The need to be included manifests itself as a desire to be
attended to by other people, to attract attention and interest from others.
Control is the second interpersonal need Schutz postulates. Its behavioral
manifestation is the “need to establish and maintain a satisfactory relation with people
with respect to control and power” (Schutz, 1967, p. 19). Terms such as “power,”
“authority,” “dominance,” and “ruler” identify this need. People who have high control
needs generally demand these things from others and expect to control their own future.
Low control, on the other hand, is reflected in terms such as “resistive,” “follower,”
“submissive,” and “henpecked.”
Affection is the third interpersonal need investigated by Schutz. It focuses on
“establishing and maintaining satisfactory relations with others with respect to love and
affection” (Schutz, 1967, p. 20). “Emotionally close,” “personal,” “love,” and
“friendship” are related to this need; “hate,” “dislike,” and “cool” connote its lack.
Schutz reasons that we can gain insight into all people by knowing the needs of one
person, and he has good support for this line of thinking. Just as a human being is
complex and unique, so he or she is also simple and similar to other human beings.
IMPLICATIONS OF HUMAN NEEDS
Knowing more about needs can help us understand human behavior and growth.
Integration
Perhaps the most important implication we can draw has to do with integrating the two
levels of needs: the primary, or physiological, and the secondary, or acquired,
intrapersonal and interpersonal needs.
In human relations training, whether the focus is on skill-building, management
development, or organization development, the emphasis is on the whole person.
Historically, scientists—including behavioral scientists—have tended to divide a person
into autonomous parts—brain, body, emotions, soul. When classifying needs, we need
to guard against doing the same thing.
The three kinds of needs should not be seen as separate and autonomous. We do not
approach people in dissected parts. What a person manifests through his or her body
generally says something about his or her mental attitudes as well. An emotionally
“uptight” person may often appear physically tight and rigid. One who is
psychologically vulnerable is likely to present a body that reflects that reality. Thus it
makes sense to approach needs in a holistic manner, looking at the blend and
interdependence among physical, intrapersonal, and interpersonal needs.
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The Pfeiffer Library Volume 3, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer