Chapters 7 and 8 contrasted problem-centric modes with appreciative-centric modes of conducting diagnosis. In Chapter 7, we made the point that a problemcentric mode of diagnosis is largely characterized by pursuit of objectivist modes of organizational development. Under a problem-centric mode, diagnosis is generally viewed as a distinct stage preceding intervention. In Chapter 8, we shifted the emphasis from a problem-centric to a dialogic mode. A dialogic mode is largely characterized by pursuit of social construction and a reliance on affirmation and positively focused interventions. We made the point that, under this mode, both diagnosis and intervention are treated as overlapping each other – by diagnosing, we are essentially intervening. This chapter extends the arguments in Chapters 7 and 8 by examining some of the important premises needed for understanding modes of intervention, intervention styles and how we decide on the level of intervention to be pursued as we embark on the journey of change. The definition of intervention draws on its Latin root, venire, meaning ‘to come in between’ the organization and the situation in an attempt to gain insight into the problem at hand. Midgley (2008: 56) defines intervention as ‘purposeful action by an agent to create change’.
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