Let's look now at the last factor in the work environment category; resistance to change. Resistance to changes is the extent to which the climate or the culture of an organization resists innovation and discourages any change to the status quo of business as usual. Some organizational cultures are responsive, and supportive, and embrace creative new ideas. Work groups regularly look at how they could be doing things differently, and are constantly improving, and making changes. Whilst other company cultures are intolerant of anything new, this thus becomes a major barrier, and a block for learning transfer, or behavioral change. As we saw performance coaching, the social context of a company can be a powerful influence on behavior. Culture or climate is based on attitudes anchored in group norms or values about how things are done around here, what is acceptable or unacceptable behavior. Norms help groups function as an effective system. They enforce conformity, and guide people's behaviors rather than just being a collection of individuals. When there's norms conflict with the behavioral change or transfer objective, then applying learning is challenging, and is unlikely to be embedded in the work. People are creatures of habit, and find it hard to abandon behavioral routines that a company may consider are no longer appropriate. Group members are not always aware of how these norms affect their behavior. They're so deeply inground and embedded that behavior patterns are not often questioned. Applying learning to change those unwanted behaviors may be resisted by groups in the organization as people prefer to stay in their comfort zones by continuing routine role patterns. More time and energy the what is often expected may need to be applied to force people out of their comfort zone, an existing behavior into learning new role pattern. This factor helps us understand how norms about change influence behavior towards applying learning, including the willingness to invest time and energy to support the change associated with behavioral change and transfer. If an organization, or department, or team culture is unresponsive, so change and innovation are not valued, or may be seen even as a threat, then this becomes a very strong barrier for any learning transfer. The wisdom in the organization in supporting and utilizing learning effectively is key. The greater the awareness and knowledge in the organization about how learning is activated, the greater the likelihood that it will be supported, and the learning will be applied and performance impacted.