The Constant of Change "Metathesiophobia" is an eloquent word for the fear of change - a fear that most people, if they are honest with themselves, will admit to having experienced . Change, even if it is relatively minor and even if it is desired, can become destabilizing and unnerving – and therefore intimidating. And fear is usually accompanied by stress and resistance. For leaders, fearing or resisting change and hesitating to venture into the unknown can be their own undoing, that of their followers, and that of their organization. It's a truism in today's business environment that the only thing that stays the same is change, and change is more abundant, faster and more complex than ever. Mergers and acquisitions, corporate restructuring or downsizing, increasing globalization and market upheaval are just some of the dramatic transitions that leaders and their organizations are facing at an unprecedented level. Another source of transition is the short lifespan of technology, with rapidly increasing rates of obsolescence and replacement requiring individuals and organizations to engage in constant learning processes. Additionally, the people who make up organizations, work groups, and teams often evolve at a breakneck pace. Institutional loyalty is not what it once was (the Office of National Affairs recently reported that staff turnover is occurring at its highest rate in nearly twenty years), and it is common for people in organizations are quickly transferred to various missions. . The ability of managers to cope with this type of change – losing well-known members of their team and working with new and unfamiliar colleagues – has a profound impact on the effectiveness and productivity of the organization. Instead of remodeling, period...... middle of paper ......performance. Conscious leaders understand this and recognize the importance of building capacity for change in their organization. Change capacity is the ability of an organization to effectively design, plan and implement all types of change with engaged stakeholders, without resulting in negative impact on people and operations, so that cultural outcomes and desired commercial change are systematically achieved and seamlessly integrated into operations to deliver maximum return on investment. The figure below shows how building change capacity has a positive impact on an organization. In the figure, Work A refers to the core activities of the business, which is everything an organization does to deliver value to its customers. Job B represents all the effort you put into improving Job A, so that the organization is the best it can be. Job C improves your ability to do job B, in other words,