The first step in the intervention process must be assessing the contingencies related to the change situation. Is the organization open to change? If so, then the practitioner can move forward and address the issues presented by the diagnosis. If however, the organization is not ready to change, the first interventional focus must be on increasing that willingness to change. Second, does the organization have the skills, knowledge, and resources to enable them to change? Before an intervention can start, internal capabilities must be assessed and the necessity for training must be determined. The design of the intervention must take into account what the local culture is like, to account for their values and assumptions (Cummings 153). Another large contingency in this process is the aptitude of the change agent.
References: Cummings, T. G., and C. G. Worley. Organization development & change. 9th ed. South-Western Pub, 2009. Print. Beer, Michael, and Elise Walton. "Developing the Competitive Organization: Interventions and Strategies." American Psychologist 45.2 (1990): 154-61. ProQuest. Web. 19 Feb. 2014. Woodman, R.W. & W.A Pasmore. "The Heart of It All: Group- and Team-based Interventions in Organization Development." Organization Development : A Data-driven Approach to Organizational Change. 2002.