ABSTRACT
This chapter describes a case of using systems-centered theory to inform practice during an organizational intervention. It suggests a progressive description of role, goal and context. By focusing on role, goal and context, the intervention made a dialogue possible that otherwise might have left emotional scars from a potentially harsh verbal confrontation. Alternately, the organization might have been left in the same place because pertinent information never surfaced for fear of retaliation. The goal of the intervention was to clarify roles, the authority that comes with the role, the responsibilities inherent in the role and to clarify accountability. An important aspect of any role is the fact that each role requires authority to implement the functions that come with the role, an awareness of the responsibility that goes along with the role, and accountability to the next higher level in the system.
