Organizational change brings about a number of behaviors that are seen to run counter to the implementation of the information systems. These behaviors may be seen as jeopardizing the success of the change process and the success of the information system. This paper investigates the resistance to change using a change management game conducted with senior level employees and partners of a top four consulting company. While the task was based on a real organizational transformation, the participants were also going through the same real experiences. Following analysis of resistance to change behaviors, this paper provides insight into the ways in which resistance to change can be mitigated. The contribution of this paper is in the discovery of change management behaviors as they relate to organizational transformation and information systems development.