In this chapter, Kantor and Ober introduce a model for dealing with conflicts that arise when employees are resistant to organizational change. Change situations are high stakes situations that cause greater fear and anxiety than low stakes situations such as everyday conflict. The authors argue that, during high stakes situations, an employee will revert to a “heroic mode,” or their habitual way of dealing with emotionally charged issues. There are three heroic modes: the survivor, the fixer, and the protector. Kantor and Ober explain each mode, and tell how each mode has a corresponding light and dark aspect. When employees experience the light side of their heroic mode, they are able to persevere and excel. However, the dark side of employees’ heroic modes can make them feel powerless. Learning 34 USDA Forest Service RMRS-GTR-201. 2007 about the heroic modes of organizational members can promote greater understanding and smoother organizational transitions.