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Cap. 9: An Introduction to Interventions: - Coggle Diagram
Cap. 9: An Introduction to Interventions:
Interventions Defined:
To intervene is to enter into an ongoing system of relationships, to come between or among persons, groups, or objects for the purpose of helping them.
Why Interventions Fail:
Consequences of Failed Interventions:
If the only cost of a failed intervention was the time wasted in implementing it, that might be frustrating enough, but the costs of a failed intervention can be much higher.
Not only losing the current client engagement but developing a poor professional reputation and losing other potential clients
Organizational change interventions are implemented in a challenging environment today in which many members may be cynical about change.
Reasons for failing:
the wrong problem; 2. The wrong intervention was selected; 3. Goals were ambiguous, unclear, or too lofty; 5. Not enough time was devoted to change; 8. Responsibility for change was not transferred to the client, etc.
Considerations in Selecting the Right Intervention Strategy:
A given intervention strategy will be more effective if it takes the following points into consideration:
Matching the intervention to the data and diagnosis.
Considering client readiness for change.
Deciding where to intervene first.
Considering depth of intervention.
Considering sequence of activities.
Structuring and Planning Interventions for Success:
Creating Opportunities for Learning:
Learning and growth are central values. For interventions, this implies that they should be developed as opportunities for learning.
Giving Free Choice:
Free choice implies both choice to participate in the activity and legitimate choices in directing its outcomes
Providing Clear and Explicit Outcomes:
Change agents should be forthright about what the intervention activities are designed to accomplish.
Practicalities in Intervention Design:
Everything about an intervention should be consistently directed toward its outcomes
It is important to be conscious of why and how the intervention strategy is intended to work, since effective change is brought about by planned, integrated interventions which work consistently on a number of different behavioral and organizational targets
3 approaches to change:
Change is accomplished by persuading people that a change is necessary, providing data to support the argument
Change will occur when people change their attitudes, values, skills, and relationships, and when group norms encourage new behaviors rather than old ones
Policy, law, economic incentives or punishment, guilt, and embarrassment.
The Change Agent’s Role in the Intervention:
While too much ownership of the change is probably inappropriate, so is too little involvement in the intervention phase, and the right level usually depends on the engagement.
Roles that change agents take on in an intervention
Facilitative
Gatekeeping:
Diagnostic:
Architectural:
Mobilizing:
Ethical Issues With Interventions:
Misrepresentation of the Intervention:
Change agents may be tempted to misrepresent the time, cost, or difficulty of an intervention to please a client, or to overpromise that a given intervention will achieve certain outcomes.
Misrepresentation of the Consultant’s Skill Level:
The opposite can also occur, when the most appropriate intervention is one with which the change agent has no experience.
Collusion With the Client:
When a change agent agrees to implement an intervention even in the absence of data to support its use.
Coercion and Manipulation of the Client or Organizational Members:
Participants in an intervention may not be told about its purpose, or the intervention may not be structured for genuine choice to participate.