How can organizations avoid the negative, sometimes chaotic, effects of multiple, poorly coordinated performance improvement interventions? How can we avoid punishing our external clients or staff with the side effects of solutions that might benefit our bottom line or internal efficiency at the expense of the value received or perceived by clients and investors and our shared world, a world we all live in and depend on? Facing a multibillion-dollar consulting industry pushing new "solutions" every year that might end up causing new and unexpected problems, serious performance consultants and managers know that blaming the law of unintended consequences will not prevent clients from leaving, staff turnover, general organizational turmoil, and even national and international consequences associated with change. Because change is also vital, this article introduces a systemic, multilevel framework to align performance improvement interventions; avoid systemic disruption; and measure and eliminate overcosts, rework, and negative side effects of change. (Contains 7 tables, 2 figures and 13 notes.)