BMA eBook - Manual / Resource - Page 76
Intervention and Leadership
Figure 5:
Diagnostic Principles to Guide in the Design and Evaluation
of an Intervention
Does the intervention need to or did it
1. Get peoples attention and help ripen the issue and/or generalise the
urgency across the system?
2. Raise or lower the heat? Is the action helping to regulate the degree of
stress or disequilibrium?
3. Help distinguish the technical from the adaptive work and assist in
defining the type of challenge faced?
4. Loosen dependency on authority, give work to the group and distribute
responsibility?
5. Bring together those who most have a stake in the issue and need to learn
and adapt?
6. Strengthen the holding environment and the group/organisation’s capacity
to do the work required? (e.g. to face hard realities, tolerate “heat”, engage
in constructive conflict or face losses and tradeoffs)
7. Orchestrate cross party conflict?
8. Help get on the balcony and gain system insight?
9. Raise an undiscussible and/or identify a competing commitment?
10. Test current reality and identify a gap between this and what is aspired?
11. Identify what is precious and what is expendable?
12. Fashion experiments to test the possibility for change? Can the group support
distasteful actions in the service of making progress?
13. Allow for mid-course correction and learning? Foster a systems perspective?
Copyright Vantage Point Consulting Pty Ltd 2010
Not to be reproduced without the author’s permission
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