Abstract: Organizations invest billions annually in capability development—training programs, operational frameworks, digital tools—yet performance remains inconsistent when conditions shift or pressure intensifies. This discrepancy suggests that traditional skill-based interventions address only part of the performance equation. Drawing on cognitive load theory, affective neuroscience, self-determination theory, and organizational behavior research, this article introduces the Dynamic Behavior Readiness System (DBRS) framework. DBRS reconceptualizes workplace behavior not as a stable individual trait but as an emergent system property shaped by five interdependent readiness states: cognitive, emotional, motivational, physiological, and interpersonal. Rather than defaulting to remedial training or dispositional attribution when performance falters, the DBRS approach equips leaders to diagnose state-level compromises and engineer organizational conditions that restore and sustain behavioral readiness. Evidence from healthcare, aviation, manufacturing, and professional services demonstrates that system-level interventions targeting readiness states yield more reliable performance outcomes than capability-building initiatives alone.