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<title>Human Systems Intervention</title>

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<span id="openzim-page-title" class="mw-page-title-main"><span class="mw-page-title-main">Human Systems Intervention</span></span>

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<div id="mw-content-text" class="mw-body-content mw-content-ltr" lang="en" dir="ltr"><div class="mw-content-ltr mw-parser-output" lang="en" dir="ltr"><p><b>Human Systems Intervention </b> (HSI) is the design and implementation of interventions in social settings where adults are confronted with the need to change their perspectives, attitudes, and actions. Depending on the philosophical and theoretical orientation of the intervener, the process can be approached as a planned, systematic, and collaborative activity.

</p><p>The field of HSI is based on social science research that seeks to understand social change and to improve the effectiveness of intervening in a diverse range of social systems. Researchers and practitioners who work in this area view human collectives (small groups, teams, community groups, public and private sector organizations, etc.) as systems that behave in ways generally consistent with general, open, or <a href="Complex_adaptive_system" title="Complex adaptive system">complex adaptive systems</a> theory.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> They see social change as a process of adaptation and learning that can be studied and supported at individual, group, and larger social system (organizational or network) levels. The field views human systems as dynamic and changing, and as existing within a wider social context with which it has a mutually influential relationship. Some practitioners design and deliver interventions within the context of <a href="Organization_development" title="Organization development">organization development</a> (OD), relying on <a href="Action_research" title="Action research">action research</a> and <a href="Action_learning" title="Action learning">action learning</a> approaches.

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<div class="mw-heading mw-heading2"><h2 id="Human_Systems_Intervention_Models">Human Systems Intervention Models</h2></div>

<p>HSI draws on insights from a variety of academic disciplines, including sociology, anthropology, social psychology, management science, human relations, and community development. Chin and Benne created one of the early frameworks for intervention strategies, arguing that an intervention can be informed by coercive, rational, or normative strategies.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> More recently, Daniels and DeWine added a fourth strategy, the interpretive approach, based on principles of social constructivism.<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> Proponents often argue that interveners must be aware of the systemic interactions occurring within a human collective, and seek to help members of the collective to gain awareness of how their interactions are contributing to the maintenance of ineffective patterns of behavior.<sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> Some argue that interventions should be seen as designs intended to augment a human system's capacity to problem solve and learn.<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> The training of human systems interveners can emphasize the need for self-managed learning that encourages self-awareness, interpersonal communication, data-gathering and diagnostic skills, and a recognition that dialogue is a foundational element in system change.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup>

</p><p>The <a href="Soft_systems_methodology" title="Soft systems methodology">soft systems methodology</a> (SSM) developed by <a href="Peter_Checkland" title="Peter Checkland">Peter Checkland</a> is another example of human systems intervention model, one that is designed specific to human activity, particularly in projects that require cultural intervention. It is multi-staged and is formulated with two core concepts, namely: 1) the hierarchy in systems and the emergent properties at various levels; and, 2) communication and control in human systems.<sup id="cite_ref-:0_10-0" class="reference"><a href="#cite_note-:0-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> This model is based on the framework of ordering our thoughts "by making conscious the concept of wholeness inherent in the word 'system<span style="padding-right:.15em;">'</span>".<sup id="cite_ref-:0_10-1" class="reference"><a href="#cite_note-:0-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup>

</p><p>The HSI models often rely on assessment tools. For instance, there is the case of the so-called Linking Human Systems Intervention model, which focuses on the evaluation of the strengths and themes of resilience instead of vulnerability in the struggle with hardship; the level of stress; the resources available, and the balance of stressors and resources, among others.<sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Specialization">Specialization</h2></div>

<p>HSI practitioners often do research and/or practice in the areas of <a href="Group_development" title="Group development">group development</a>, small group leadership, knowledge transfer, organizational development and change, diversity management, management coaching, human resources, and community intervention. Education and training in HSI can be obtained from a variety of sources, including a Masters program in Human Systems Intervention at <a href="Concordia_University" title="Concordia University">Concordia University</a> in <a href="Montreal" title="Montreal">Montreal, Canada.</a><sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> This integrates theory, values, and skills in the fields of organization development and human systems intervention for those who want to become experts as process consultants.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> Other programs include:

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<ul><li><a href="National_Training_Laboratories" title="National Training Laboratories">National Training Laboratories</a> (NTL)</li>

<li>The <a href="Tavistock_Institute" title="Tavistock Institute">Tavistock Institute</a></li></ul>

<p>A similar program exists in Switzerland called <a href="Human_Systems_Engineering" class="mw-redirect" title="Human Systems Engineering">Human Systems Engineering</a>.

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<div class="mw-heading mw-heading2"><h2 id="References">References</h2></div>

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<li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text">Bateson, Gregory. (1979). Mind and Nature: A Necessary Unity. Bantam, New York.</span>

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<li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text">Senge, P.M. (1990). The Fifth Discipline: The Art and Practice of The Learning Organization. New York: Doubleday.</span>

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<li id="cite_note-3"><span class="mw-cite-backlink"><b><a href="#cite_ref-3">^</a></b></span> <span class="reference-text">Chin, R. & Benne, K.D. (1976). General strategies for effecting changes in human systems. In Bennis, W. G., Benne, K. D., and Chin, R., Eds., The Planning of Change (Third Edition). New York: Holt, Rinehart and Winston.</span>

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<li id="cite_note-4"><span class="mw-cite-backlink"><b><a href="#cite_ref-4">^</a></b></span> <span class="reference-text">Daniels, T. D., and DeWine, S. (1991). Communication process as target and tool for consultancy intervention: Rethinking a hackneyed theme. Journal of Educational and Psychological Consultation, 2, 303-322.</span>

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<li id="cite_note-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-5">^</a></b></span> <span class="reference-text">Block, P. (1999). Flawless consulting: A guide to getting your expertise used (Second Edition). San Francisco: Jossey-Bass/Pfeiffer.</span>

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<li id="cite_note-6"><span class="mw-cite-backlink"><b><a href="#cite_ref-6">^</a></b></span> <span class="reference-text">Argyris, C. (1990). Overcoming organizational defenses: Facilitating organizational learning. Needham Heights, MA: Simon & Schuster.</span>

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<li id="cite_note-7"><span class="mw-cite-backlink"><b><a href="#cite_ref-7">^</a></b></span> <span class="reference-text">Argyris, C. and Schon, D.A. (1978). Organizational Learning: A theory of action perspective. Addison-Wesley Publishing Company.</span>

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<li id="cite_note-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-8">^</a></b></span> <span class="reference-text">Schön, D. A. (1983). The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books, Inc.</span>

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<li id="cite_note-9"><span class="mw-cite-backlink"><b><a href="#cite_ref-9">^</a></b></span> <span class="reference-text">Taylor, M., de Guerre, D., Gavin, J., and Kass, R. (2002). Graduate leadership education for dynamic human systems. Management Learning, 33, 349–369.</span>

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</style><cite id="CITEREFBanathy2013" class="citation book cs1">Banathy, Bela (2013). <i>Designing Social Systems in a Changing World</i>. New York: Springer Science & Business Media, LLC. p. 159. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9781475799835</bdi>.</cite></span>

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<li id="cite_note-11"><span class="mw-cite-backlink"><b><a href="#cite_ref-11">^</a></b></span> <span class="reference-text"><cite id="CITEREFBecvar2012" class="citation book cs1">Becvar, Dorothy (2012). <i>Handbook of Family Resilience</i>. New York: Springer Science & Business Media. p. 467. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9781461437994</bdi>.</cite></span>

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<li id="cite_note-12"><span class="mw-cite-backlink"><b><a href="#cite_ref-12">^</a></b></span> <span class="reference-text"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.concordia.ca/academics/graduate/human-systems-intervention.html">"Human Systems Intervention (MA)"</a>. <i>www.concordia.ca</i><span class="reference-accessdate">. Retrieved <span class="nowrap">2018-07-12</span></span>.</cite></span>

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<li id="cite_note-13"><span class="mw-cite-backlink"><b><a href="#cite_ref-13">^</a></b></span> <span class="reference-text"><cite id="CITEREFWankelStachowicz-Stanusch2012" class="citation book cs1">Wankel, Charles; Stachowicz-Stanusch, Agata (2012). <i>Handbook of Research on Teaching Ethics in Business and Management Education</i>. Hershey, PA: IGI Global. p. 214. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9781613505120</bdi>.</cite></span>

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<div class="mw-heading mw-heading2"><h2 id="Further_reading">Further reading</h2></div>

<ul><li>Kahn, W. A. (2004). Facilitating and undermining organizational change: A case study. The Journal of Applied Behavioral Science, 40, 7-30.</li>

<li>Kleiner, A. (1996). The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change. New York: Doubleday.</li>

<li>Reddy, W. B. (1994). Intervention Skills: Process Consultation for Small Groups and Teams. San Francisco: Jossey-Bass.</li>

<li>Schwarz, Roger. (2002). The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches San Francisco: Jossey-Bass.</li>

<li>Smircich, L. (1983). Implications for management theory. In Eds. Putnam, L., and Pacanowsky, M.E. Communication and organizations: An interpretive approach. Beverley Hills CA: Sage Publications.</li></ul>

<div class="mw-heading mw-heading2"><h2 id="External_links">External links</h2></div>

<ul><li><a rel="nofollow" class="external text" href="https://web.archive.org/web/20091023053825/http://artsandscience1.concordia.ca/ahsc/">Human Systems Intervention M.A. program</a>, Concordia University, Montreal, Canada</li>

<li><a rel="nofollow" class="external text" href="http://www.ntl.org/">National Training Laboratories</a>, Arlington, Virginia, USA</li>

<li><a rel="nofollow" class="external text" href="http://www.tavinstitute.org/">The Tavistock Institute</a>, London, England</li></ul></div><div><div class="zim-footer">

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