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How does the research-intervention approach contribute to knowledge? How does it contribute to a better understanding of the dynamics of transformation in organizations, as well as in a particular sector, such as healthcare? This is the question that this article addresses, in a context where the health sector is undergoing major changes, affecting its deepest foundations. It is precisely because it penetrates, often ahead of time, the successive layers of the field, including the most abysmal ones, intimately accompanying the actors in the building of new organizational schemes or who are going to be immersed in them, that research-intervention provides valuable knowledge both for the world of research and for the world of action. A retrospective of 40 years of research in the healthcare sector, supported by this approach, illustrates this.