We live in an age of rapid, unrelenting change. Traditional command, control, and compartmentalized organizations have all but disappeared to be replaced by those of interaction, information, and innovation. Such sizeable changes have exerted great pressure on executives and their people to manage the paradoxes intrinsic to organizational life, and to do so rapidly. Leaders, it is proposed, must become highly attuned to the inevitable anxieties of human life and address such concerns head-on, inspiring their people toward constructive action. To do this they have to leverage the diverse and complex psychological dynamics of organizational life and recognize the importance of “the soft skills”—essentially the role of emotional intelligence. People are not one-dimensional entities, but complex and paradoxical individuals who sit in a web of constantly shifting and irrational forces that underlie seemingly “rational” behaviors and choices. For effective change management, it is necessary to observe closely the corporate world and untangle what lies below the surface; something that demands a more “clinical orientation.” This is introduced as the crux of this volume: If they are serious about understanding organizational life, change agents need to take on the role of the clinician and study the prevailing psychological dynamics.