Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach taken by the leader or leaders is to direct or control the organization's reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of frontline employees, and is alienating for frontline employees. This book offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research conducted during the previous decade of more than 5,000 respondents working within more than 200 organizations or organizational units, this book offers a clear and proven method for diagnosing your organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.