Intervention a) Explore the basic reasons why would an intervention fail. Hints: list 5-8 potential reasons (hint: one reason could be unskilled change agent).

Interventions can fail for a litany of reasons within an organization. One such potential reason would be that of available resources in which to enact the change are not readily available. This occurs when resources are scarce and potential uses of those scare resources are numerous in nature. In regards to a University, the organization may not have the funding necessary to facilitate the intervention. This is especially true for smaller universities with a smaller alumni base relative to its peers. A large portion of University revenue is generated through tuition, fee, endowments, gifts, and donations. All of these sources of revenue are contingent on the University's prestige, enrollment, quality, and popularity. In many instances smaller universities may not have the means to adequately address the intervention process. If this occurs, the intervention could ultimately fail.

Another reason could be lack of passion within the change agent. On many occasions, the change agent is usually a very adept individual, or a team that is lead by a very adept individual. In both instances, one person is leading a vision and attempting to enact that vision within the organization. However, the leader or change agent may not have a particular passion for its subsequent...

In such instances, the leader will rarely, "Go the extra mile," in order to ensure the success of the intervention. This could potential cause the entire intervention to fail.
The change agent may not possess the necessary skill to enact the change. Rarely does one individual possess all the required skills to enact change in the amount necessary. In such cases, the leader or change agent should enlist the services of a competent management team that possess the skills in which he is lacking. However, ethos gets in the way. Leaders become overconfident in their ability to evoke change. They believe themselves to be better than their actually skills merit. In these instances, the leader ultimately fails once the realization occurs that the intervention can not be conducted solely by one individual.

There may be barriers to entry that inhibit the change agent from enacting intervention processes. These barriers can come in many forms such as employee acceptance, bureaucracy within the organization, or separation of powers within the organization itself

Intervention mail fail because it is simply too complicated for the entire organization to understand and implement. Many leaders have intervention programs that are simply too complicated for the laymen to grasp in a comprehensive manner. As such, the implementations of the intervention falters are individuals do not completely…