ABSTRACT
Information systems practitioners are often required to underpin their intervention actions with a precision in thinking about how to make intervention and, for example, how the ‘implementation’ of technology integrates with a range of interventions to change organizational processes. IS practitioners are required to simultaneously inquire into their intervention options, and also to evaluate the effectiveness of their interventions in achieving different types of outcome. Arguably, intervention starts at the earliest conceptualization of a project or change process. This is because an effective IS intervention (to change organizational processes) is possible only if appropriate role-relationships can be established with various client groups.
