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Second‐order intervention: enhancing organizational competence and performance
Author(s) -
Schwaninger Markus,
Janovjak Matej,
Ambroz Kristjan
Publication year - 2006
Publication title -
systems research and behavioral science
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.371
H-Index - 45
eISSN - 1099-1743
pISSN - 1092-7026
DOI - 10.1002/sres.780
Subject(s) - psychological intervention , competence (human resources) , knowledge management , psychology , order (exchange) , computer science , business , process management , social psychology , psychiatry , finance
While most managerial interventions into organizational and business processes have the character of a direct interference, the interventions of consultants are rather indirect. They are meant to improve the organization and its performance, via a dialogue with the management. To clarify the specific role of consultants we shall introduce the concept of second‐order intervention, therewith sharpening or, in a certain sense, redefining that role. We shall revert to a case study, which refers to a System Dynamics (SD) modelling and simulation project, to illustrate how a series of second‐order interventions has opened new paths towards superior organizational competence and performance. This was an exploratory study, in the tradition of Action Research, not a hypothesis‐testing venture. Copyright © 2006 John Wiley & Sons, Ltd.