Abstract
This research is a case study of the Duluth Fire Department and how they uniquely experience, perceive, and react to organization change. Written through the lens of an Organization Development practitioner for practitioners and change agents, this study also examines the implications for change work within these systems. The factors that affect change in High Reliability organizations, and the fire service specifically, are considered in this research along with the qualitative analysis of questionnaire responses directly from Duluth fire fighters. This research concludes that, to be most successful, Organization Development practitioners must be aware of, and adapt to, the unique factors and experience of the fire service when consulting on organization change.