Re: STIA: About Interventions?? LO3044

Julie Beedon (julie@vistabee.win-uk.net)
Tue, 03 Oct 1995 16:30:35

Replying to LO2964 --

>Replying to LO2937 in LO2964 Dave Buffenbarger said --
>Proposed Subject: Interventions: An LO Conundrum?
>
>It feels like I'm seeing about 10 per cent of the puzzle and that your
>replies will help me understand better ways for me to intervene. It IS
>my job in Dow. What are the views on this digest about
>INTERVENING/INTERVENTIONS versus TEAM LEARNING?
>What is meant by designing interventions? How do you avoid
>shifting the burden to the intervener? Or how do you avoid letting
>the outside intervener become the new organizational defensive
>routine? Have any of you actually videotaped your own behavior in
>designing or conducting interventions? If so, what did you learn?

I am never sure about the name for things - aren't words a
difficulty and a joy. Sometimes it seems as though all the
learning I have ever done in my life was words - are they the right
ones, what do they mean, here is a new one (as a child words were
the first things I remember learning - dog, bus, etc...) Yet they
cause so much misunderstanding, confusion and heartache... (Does
anyone else find comments about 'jargon' a trigger for
dysfunctional behaviour at times - I have to fight it and I am not
always successful)

Intervention - not a wonderful word and yet better than others -
event conjures up training solutions for me, as, to some extent
does development, yet to intervene sounds manipulative. Could we
invent a new word (- what fun)- what word would fit my sense of
designing and what would you call the product of that work? - I like
to work with the system - as broad a set of stakeholders in the
system as can be gathered cynics and enthusiasts, levels,
functions, as many dimensions of difference as could be envisaged
- then work with them, have a dialogue about the issues, build a
vision the other side of whatever we are planning agree a purpose
to proceed with something and plan a process which will achieve it

I haven't videotaped it but given that I am sometimes designing for
groups of 500 - 700 to work interactiviely on planning and
implementing whole system change in real time I have had a lot of
feedback when it hasn't worked!!! sometimes instant and from the
whole room.

The clues I have so far are
not to be in the driving seat - if they don't want to do it then it
probably won't work
not to work my own needs - I have to ask myself 'whose need am I
working here' often
share responsibility for everything (especially things like coffee
breaks etc.. - have it available all the time and let them look after
their own needs)
build capability within the system to do it for themselves
explain my assumptions and remember peoples initial reactions to
what I said
when you see something happening that no-one wants to talk about -
hold up the mirror and if no-one wants to talk about it then
may-be you can't plan anything
stay neutral (harder if you are an internal consultant as I know to
my cost) (if you have a bigger vision hold on to it and keep
focussing on what they would recognise as helpful)
don't go for pain reduction when they are wrestling with the
confusion - let them self-organise even if they start to look to
you for answers and blame you for where they are
keep an open mind - keep gathering data and sharing it from
sources other than the planning group (be curious) look at the
system through their eyes

(I have a whole paper of reflections on this!! - I'll stop now)

--
Julie Beedon
VISTA Associates - consulting for a better future
julie@vistabee.win-uk.net