This book examines what happens when, as organizations become more complex, leaders lose focus and find themselves managing Organizational ADD (O-ADD) and adversarial behaviors among colleagues. The research upon which this book is based suggests a strong link between O-ADD and accidental adversaries dynamics, wherein people who should collaborate instead compete and engage in conflict. While O-ADD creates fertile conditions for the dynamic to take root, it can quickly take on a life of its own, fracturing work relationships needed for innovation and growth. When ignored, these dysfunctions can harm a company more swiftly and effectively than the most cunning external competitor. Using interview-based narrative research, the book builds the business case story of CT, Inc., a once-growing information technology (IT) company that emerged with great technical promise from a major industry-wide disruption only to fall victim to these limiting internal dynamics. The good news is that they can be transformed and prevented. This book provides business leaders and consultants with insights about how to bridge paradigms of practice to transform these problems before they limit growth.