ISBN: 9780324421385
As you complete your BSP throughout the semester, incorporate theories and "types" of intervention from the text material.   (For example, are you dealing with a Sociotechnical system?   Are you implementing Kurt Lewin's equilibrium theory....)
Is it a design (structural) or a development (people) intervention?   Process or procedure?  For example, if you're looking at motivation, you can reference Mintzberg or Vroom. 

Example our teacher gave to us:
Implementing an Employee Wellness Program
Jane Doe
Ashland University
		Implementing an Employee Wellness Program
XYZ Manufacturing has been a leader in the concrete paving industry since being founded in 1968. The company employs 25 employees of varying skill and education level. All employees work on one shift at the same location. Although small in numbers, the company has sold products all over the world. They have also pioneered major technological changes in the industry. XYZ has been mostly spared from the downturn in the economy due to government funding of infrastructure. Regardless of the success of recent years, the company strives to use resources as efficiently and effectively as possible.   
	As is true with many organizations today, the company has been impacted by the increasing cost of health insurance benefits. On top of the increases beyond the company’s control, they have also had four employees with major health issues in the past two years. These major draws on health insurance benefits have had a negative impact on health insurance costs. These health issues also cause absences, sometimes lengthy, which costs the company money by the inefficiencies they create.     
	The company wishes to implement a wellness program to encourage the employees to take a more proactive approach on their health care. This benefit will be available to all employees, not just employees enrolled in the company’s health insurance. The company will have an initial meeting to briefly introduce employees to the idea of a wellness program as well as the necessity for the program. At this time, a survey will be taken to gather data about what the employees want out of the program. They will be given lists of different activities and benefits. The employees will rate every item on a scale of one to five; one meaning they do not see value and would not participate and five meaning they see value in the program and would   participate. The data from these surveys will be aggregated and analyzed to determine the programs and benefits that have the most interest.     
	After the specific programs and benefits are chosen, a kickoff meeting will be planned. This meeting will lay out the specifics of the program to the employees and any necessary documentation they must complete in order to be eligible for a bonus. A healthy lunch will also be provided. Approximately one week after the kickoff celebration, an outside firm will be on site to perform the initial Health Risk Assessments (HRA) on those employees choosing to participate. The results will be discussed with the employee at this time. The HRA will give employees an overall glimpse of their health and areas that should be focused on. In the next two to three weeks, and continuing once every quarter afterward, an activity or challenge will be planned to involve employees in healthy behaviors. Yearly the program will be evaluated and changed as necessary.
Urgent/Compelling Need for Change
	With increasing costs and a weakening economy, the company is constantly looking for ways to cut back without negatively affecting the employees. Four employees in the past two years have had major health issues, resulting in lost time and major claims on health insurance benefits. A wellness program will ideally result in the employees taking an active role in their health care. This proactive approach will hopefully lead to more healthy employees. Healthy employees are present and energetic in the workplace and lead to less health insurance claims. The intended result is to slow rising health insurance costs as well as reduce the costs of inefficiencies that arise from employee absences.     
Divisible into Short Term Sub-Goals
	The sub-goals of this program will be the activities that are planned each quarter as well as the Health Risk Assessments. The goal of each activity will be to get a large percentage of employees participating. Even if one event is not well attended, the company will still promote future activities and encourage employees to attend. The overall goal will be to continue to grow participation throughout the length of the program. 
Measurable, Bottom-Line Results
	The bottom-line results will be a little difficult to determine, especially initially. To see major results in health insurance premiums, employees will have to make major changes to their behaviors. This is the goal of the wellness program but the results cannot be achieved immediately. Immediate results will be more focused upon employee energy and attendance. Attendance numbers before and after the program will be compared to determine if there have been fewer health related absences.  Supervisors and managers will monitor employee behaviors to determine if any mental health benefits have been achieved. If program participation is high and the program continues for several years, the company will be able to evaluate if they were successful in slowing the rising cost of health insurance.
Willingness of Participants
	The willingness of employees to participate is one of the big unknowns in this change. Of the 25 employees, the consultant is positive that 20% will commit to the program based on their current healthy habits. A survey will be taken prior to the start of the program to collect data from all employees on what they want to gain from the program. This data will be analyzed to create benefits and incentives that appeal to the most employees. The consultant is hopeful that this will lead to a participation rate higher than 50%. High participation is key for the results the company is trying to achieve.    
Achievable with Available Resources and Authority
	Management has approved the initiation of this employee wellness program. No specific budget has been set so expenditures will need to be approved on a case-by-case basis. Approval has been given to cover the cost of the Health Risk Assessment as well as the potential to give every employee a total bonus of $100. In the event management feels the expenses relating to the wellness program are getting too high, the company will apply for an Ohio Bureau of Workers Compensation Wellness Grant to help sponsor ongoing programs.
Completion within One to Three Months
	The initial kickoff of the program as well as the first activity will be completed within four to six weeks. This will give the company an idea of the level of participation. The unhealthy behaviors this program aims to change were not created overnight, so they will not be changed overnight either. Because of this, the program should continue for at least two years. At the end of the first year, the program will be evaluated for participation. The employees will be surveyed again to determine the positives and negatives of the program. Any necessary changes will be implemented and the program will continue for another year. At the end of the second year, the company will have a better idea of whether or not the program is accomplishing the established goals.