Individuals faced with any major change will inevitably be resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger ( Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which makes devising improvements within the organization problematic and perhaps even impossible (as cited in Bolognese, 2010). Therefore, management must understand, accept and make an effort to work with resistance, as it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states that for organizations to gain maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support (as cited in Bolognese, 2010). Therefore, it is important to understand what resistance is and how to reduce the effects resulting from resistance. Bolognese (2010) looked at several examples of different definitions of resistance and an example by Alvin Zander explained resistance as behaviors intended to protect an individual from the negative effects of change which could be real or imagined. Another definition of resistance by Zaltman and Duncan is any behavior that serves to maintain the status quo even in the face of server pressure to change. Finally, from Folger and Skarlicki's perspective, resistance is any behavior that seeks to challenge, disrupt, or reverse the prevailing culture of assumptions, discourses, and power relations (as situated in Bolognese, 2010). Although there are several definitions of resistance to change, it is clear that resistance is an effort to avoid change. goals of change (Palmer, Dunford, & Akin, 2009). Conclusion Managing resistance begins with a dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek e 2009). Resistance to change is a complex issue, and managers and leaders must take the time to understand why and where the resistance comes from if they have any chance of being successful. There are numerous reasons why an employee might resist change, and there are many approaches to addressing resistance, but without understanding why that resistance exists, leaders are unprepared to address the problem. Therefore, leaders must take the time to involve employees in the process, understand and respect their concerns, and work towards clear, focused goals..