The resistance to change at the organizational level is the result of a process of human behavior in which one or more individuals seek to defend themselves from possible negative effects of changes in the workplace. This process is structured from a broad set of factors, which have been the subject of several organizational studies. From this perspective, the overall objective of this thesis was to analyze the resistance characteristics among public servants crowded at the Federal University of Pará. Among the specific objectives are to identify the reaction of the front server to change processes and identify key resistance factors UFPA of servers related to the change. The literature review is based on organizational behavior, specifically on issues involving organizational change and public management. The research is classified as descriptive and exploratory, with ex post facto held in the form of field research between the months of December / 2015 to January / 2016 and used as a data collection instrument of the structured questionnaire, developed by Bortolotti (2010) to assess the resistance between UFPA servers, offering an indication of support with resistance measurement in item response theory (IRT), to verify characteristics of respondents, diagnose resistance to change in the UFPA and mainly raise the causes, the variables related to this behavior by providing relevant and necessary subsidies to be used in the strategic planning of change. The treatment data was quantitative, using techniques of descriptive and multivariate statistics, especially exploratory factor analysis (EFA), from the survey of general information necessary for understanding the resistance to change in the UFPA. The results indicate that the reaction of servers demonstrates significant ease to realize the benefits of the change in UFPA, a fact that favors the management actions, for fitness, safety, capacity and great ability of servers to handle the change. Moreover, even before the need to maintain the status quo, trigger point of resistance, the responses indicate that public servants UFPA not afraid to take risks, they are not afraid to contribute to the changes at work, do not tend to lose interest in work, not act with indifference or surprise at the change and do not complain management in failure situations or bad results of change. Only a small portion of the sample shows passive resistance. Most respondents servers demonstrates openness to change experience, acceptance and voluntary cooperation
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