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Most professionals are hired to use their professional expertise to serve an organization’s objectives. Because of their simultaneous membership in a profession and an organization, organizationally embedded professionals may be asked to perform tasks that benefit the organization but threaten their professional sense of self. This study examines how organizationally embedded professionals reconcile the torsion that can arise between these two valued bases of identity. Across three Fortune 200 organizations, we interviewed 100 engineers (and 26 support staff) in four engineering workgroups faced with organizational work demands that were viewed as incompatible with their professional mandate. Different workgroup responses— compliance, resistance, or selective compliance—prompted identity torsion between the engineers’ professional and organizational bases of membership that were resolved …