Most organizational breakdowns are not sudden crises. They develop slowly as small, early warning signs that indicate something is wrong long before the issue becomes apparent. Complaints lessen. Meeting energy wanes. Workarounds increase. People avoid sharing bad news. These "soft signals" are easy to ignore because each one seems minor on its own. However, together, they are often the only opportunity to prevent a major crisis. This is the frontier of organizational sensing: the deliberate ability to notice, interpret, and respond to subtle cues of stress, declining morale, conflict, and misalignment before they grow into bigger problems. The work isn't glamorous, and it's not a quick fix. It requires attentive listening, better understanding, psychological safety, and a leader's focus on what is not said as much as what is said.