As businesses transition from a mechanistic to a more organic organizational structure, I anticipate several types of resistance. Employees may exhibit resistance due to fear of the unknown, concern over changes in job responsibilities, or potential loss of status or job security. Such resistance is particularly prevalent in environments previously governed by clear directives from the top. Additionally, the disruption to established power structures and relationships within the company could foster resistance (Paula, 2017; Champoux, 2016). To ensure the success of these changes, I would advise key decision-makers to involve key stakeholders early in the process to garner their support and input. This inclusive approach can help mitigate resistance by making employees feel valued and heard, thus increasing their buy-in to the change process. It is crucial to communicate the benefits of the new structure clearly and consistently, highlighting how it aligns with the organization's overall strategy and can improve both performance and job satisfaction. Furthermore, training programs that equip employees with the skills necessary for effective teamwork and self-management will also ease the transition