The Constant of Change“Metatesiophobia” is a tongue-tie word for the fear of change, a fear that most people, if honest with themselves, will admit to having experienced . Change, even when it is relatively subtle and even when it is desired, can become unsettling and unnerving, and consequently intimidating. And with fear usually comes stress and resistance. For leaders, fearing or resisting change and hesitating to venture into the unknown can be the downfall of themselves, their followers, and their organizations. It is a truism of today's business environment that the only thing that remains the same is change, and change is more abundant, rapid and complex than ever. Mergers and acquisitions, corporate restructuring or downsizing, increasing globalization, and market upheavals are just some of the dramatic transitions leaders and their organizations are facing on an unprecedented level. Another source of transition is the short life of technology, with rapidly increasing rates of obsolescence and replacement requiring individuals and organizations to engage in constant learning processes. In addition to this, the people who make up organizations, workgroups, and teams often continue to move at a dizzying pace. Institutional loyalty is not what it used to be (the Bureau of National Affairs recently reported that employee turnover is occurring at the highest rate in nearly twenty years), and it is common for people in organizations to be rapidly moved in and out. out of various positions. . Managers' ability to deal with this type of change—losing known team members and working with new, unfamiliar colleagues—has a profound impact on the organization's effectiveness and productivity. Instead of remodeling period... half of the document ......quality performance. Conscious leaders understand this and recognize the importance of building change capacity in their organization. Change capability is the ability of an organization to design, plan, and implement all types of change efficiently with engaged stakeholders, without causing negative impacts on people and operations, so that the desired cultural and business outcomes of the change are consistently achieved and seamlessly integrated into operations to achieve maximum ROI. The figure below shows how building change capabilities has a positive impact on an organization. In the figure, Job A indicates core business activities, i.e. everything an organization does to provide value to its customers. Job B is the set of efforts made to improve Job A, making the organization the best it can be. In other words, Job C is improving your ability to do Job B,