As careers grow ever more nonlinear and identity-disrupting, a team of organizational researchers has proposed that the capacity to navigate professional change is not a fixed trait but a trainable set of skills. Sarah Wittman of George Mason University and her collaborators have named these skills 'transition muscles'—the ability to narrate an emerging self, to endure the discomfort of in-between states, and to cultivate relationships that anchor identity when it feels most uncertain. Their framework arrives as a quiet but serious argument: that resilience in the face of change is less a matt