The analysis of force-fields for managing social change developed by Kurt Lewin, Eric Trist, Fred Emery, and other pioneers in Action Research is used as a guide to explore the role of energy’s force-fields in bring about emergent change regarding people, social groups, and ecology. Action Research uses force-fields as dynamic placeholders to follow the forces influencing people’s interactions develop into emerging organization complexities of social change. The paper charts a course of exploration that follows energy’s force-fields. The exploratory view is through the lens of energy and proceeds along three interlinked paths: 1) Energy: force-fields interacting for change, 2) Complexity: cooperative self-reorganization for change, and 3) Process: Energy’s Work Domains for enacting change. By focusing strictly on energy’s force-fields in action we can see better how change emerges from the processes of energy’s force-fields’ interactions. We can see anew our options for managing social change and develop better ways for us to enact them.