Over the past few decades, intervention methods have been invented and tested; these are geared towards searching, understanding, acting, learning and giving meaning. A characteristic feature of these methods is the attention given to processes of interaction whereby meanings about organizing and changing are discussed. This chapter presents most recent developments by describing the methods, the underlying literature and theories to help change managers and consultants act in a well-considered way in changing organizations. The chapter starts with a view on the paradoxical world we live in because this world forms the context in which professional change agents work. Next interactive interventions are presented that are very different from other groups of interventions. The third section describes nine domains of theoretical knowledge and insights that form the theoretical foundations for these interventions. The fourth describes eleven basic principles to interactive interventions. These basic principles can be the starting point for a better understanding of the effectiveness of intervening aimed at meaning in interaction.