The implementation of an enterprise wide system has far reaching effects on an organization. The distribution of power is one aspect that is often disturbed. End users who perceive a loss of power may use political behavior to resist and obstruct the implementation. A case study of the implementation of PeopleSoft at an Australian university is used to explore resistance and obstructive behavior and explain these by looking at the implications of the system design for the organizational power balance. The authors believe that more understanding of the role of power and politics during an enterprise wide system implementation will enable teams to avoid user reactions that can threaten the success of the project.