Think back to the first day of any class where you were allowed to choose your preferred seat. On the second day everyone decides to sit in the same place as the previous day. The third day arrives and when you enter the classroom, you notice that someone is sitting in your seat. The feeling of being unbalanced takes over along with discomfort for the rest of the day. The following questions then arise: “why does this phenomenon occur?” Yukl states, “Resistance to change is a common phenomenon for individuals and organizations (Yuki, 285).” Let us now turn our attention to the case study presented by Almah J. Joseph "Dilemma at the Public Service Department". Being placed in a high political office or any leadership position can be difficult to take on when you are entering a new organization. The new leader installed already contains a new perspective on how the organization should be run. On the other hand, employees who are already part of the organization have the cultural perspective that was entrusted to them by their previous leader. Like the seating phenomenon described above, there will be resistance to change, and as leaders of an organization, they must find a way to make this change happen. Appointed commissioner of the Department of Public Service for the first time, Alex is faced with the dilemma of trying to fix what appears to be a corrupt department. In Grover Starling's book, “Managing the Public Sector,” he describes some “pitfalls of public sector planning that Alex seems to be practicing (Starling, 227). These traps include poor planning, trying to do too much, and ignoring unintended consequences. First…half of the document…a perspective to reassure that people internally and externally are being looked after fairly. Patience in this case would have been helpful and would have given him more than a day to prepare for how he could approach the matter. Instead of addressing all three cases, he could have taken a more realistic approach to handling the situation. It would have been more ideal to tackle one case at a time rather than tackle them all at once. All in all, Alex made some mistakes, but his actions were for the right reasons. Works Cited Joseph, A., M. “The Public Service Department Dilemma” in Public Performance & Management Review, Vol. 24, no. 3, March 2001, pp. 285-287Starling, G. (2010). Managing the public sector. (9th ed.). Boston, MA: Wadsworth Pub Co. Yukl, Gary. 2006. Leadership in Organizations, 6th edition. Upper Saddle River, NJ: Pearson Prentice Hall, chapter 10.