ABSTRACT
This chapter looks at interventions, the techniques used to bring about organizational change. Interventions can be classified in a number of ways, and one of the most important considerations is the depth at which an intervention is directed. The chapter contains suggestions for making interventions successful. Intervention theory, developed by Chris Argyris, is a formalized statement of some assumptions behind the intervention process. Intervention theory argues that all interventions should aim toward helping the organization learn to solve its own problems. Successful interventions require valid and useful information about the organization and its members, free choice, and internal commitment. Intervention theory also emphasizes scientific research. Some organization development (OD) practitioners use stream analysis as a tool for planning the steps in an intervention and the dates for their accomplishment. Interventions can be directed toward the organizational structure, social factors, technology, or the organization's physical setting.
