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This article examines a conference given at the seminar organised by the DREES (French Directorate for Research, Studies, Evaluation and Statistics) in 2009 on evaluation methods. In the specific case of organisational change, the author defends choosing a qualitative methodology based on the principles of intervention research. This methodology is essentially based upon the concept of instrumental interaction, for which the researcher helps the players to conceptualise the changes to which they are committed and to reveal the force field of which these changes are a component. The example then developed is derived from research aiming to evaluate the organisational effects of a new funding method for healthcare facilities, activity-based funding (T2A). It has been forwarded that the T2A has effectively induced diverse organisational evolutions, but very few at the heart of the healthcare process. This fact can be explained through a comparison of hospital activities with a hypercomplex production system.