Kurt Lewin suggests that the difficulty in motivating employees to alter their patterns of behavior stems from a group-initiated inertia, or people’s sense of belonging to a group. He suggests that this is the case even when the accepted group norms are not beneficial to the organization. Discuss a time in your own working life where you witnessed fellow employees resisting or sabotaging new organizational processes. What was done and by whom? What roles were involved? What did you learn from the experience?