Schwaninger, MarkusMarkusSchwaningerJanovjak, MatejMatejJanovjakAmbroz, KristjanKristjanAmbroz2023-04-132023-04-132006-07-01https://www.alexandria.unisg.ch/handle/20.500.14171/8275110.1002/sres.780While 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 sprcific 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.ensecond-order interventionsystem dynamicsco-operative modellingmodelling and simulationbusiness modeljournal article