BMA eBook - Manual / Resource - Page 72
Intervention and Leadership
and how likely is it that others will share this purpose. It is important to be as
intentional as possible and avoid reacting from a default or because something
or someone in the system has activated one of your vulnerabilities (or what we
call “chimes”7). Secondly, “who” do I need to engage with this action, and how
will the intervention assist focus the various factions to the work that needs
doing. Are there any groups or voices missing and how do I get them to the
table? Indeed the suggestion that a particular voice is missing can be quite a
provocative intervention. Thirdly, “what” form should this action take given
the level of readiness of the group; that is “how” capable are they to consider
what is being raised and what is their tolerance for the disequilibrium that may
occur. Is a question or observation most useful; should I provide some data as a
mirror to current reality or offer a structured activity to guide discussion or
design an experiment which all will trial with an agreement to review its
progress? Finally, how do I monitor and review the impact of my intervention
so that learning can occur and that I continue to build the idea of having an
“experimental“ mindset.
6
Techniques for questioning can be learned and developed. See P.J. Harkins (1999)Powerful
Conversations
7
This metaphor refers to the way in which each person is like a windchime, where each
individual chime will resonate more or less strongly to different pressures and patterns in the
environment. Your chimes provide an indication to you ( and others) about what is important
to you, what values you hold, where your sensibilities and vulnerabilities lie and what you may
be most prone to under predictable circumstances. For example, how you will respond to
conflict or uncertainty or the idea of injustice.
Copyright Vantage Point Consulting Pty Ltd 2010
Not to be reproduced without the author’s permission
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