In 2011, the Haltom City Fire Rescue Department hired a new fire chief to lead the organization. As part of his organizational changes, the chief instituted a change in the structure fire attack strategy that was to be utilized by the members of the department. Four years later, the strategy was still not being employed by the fire officers. The problem was the Haltom City Fire Rescue Department did not know the barriers preventing the company officers from readily adopting the new positive pressure attack strategy for structure fires. The purpose of the study was to identify the barriers preventing the acceptance of the new structure fire attack strategy so that a smoother transition could be implemented.The study utilized the descriptive approach to research in order to describe the current status or beliefs of the company officers. In order to fulfill the purpose of the study, the following research questions were asked: (1) What views do the company officers hold toward changing structure fire attack strategies? (2) What is the company officers' level of knowledge regarding the new attack strategy? (3) What are the cultural barriers preventing company officers from readily adopting the new fire attack strategy? (4) What are the structural barriers preventing company officers from readily adopting the new fire attack strategy? (5) How might the barriers be minimized or eliminated?In addition to personal interviews with the company officers, the Resistance to Change scale was utilized in order to gain answers to the research questions. The results revealed the company officers held an average resistance to change. They identified communication, training, and a lack of faith in the ability of fire administration to successfully implement the program based on past failures. The company officers also noted they felt the new strategy would succeed depending on how the barriers were dealt with by fire administration.