Benefits of champions
The benefits of using champions is dependent on a number of factors:
- How the champions were assigned
- Peer support for champions
- Managerial support for champions
- Experience and abilities of champions
- Type of change being implemented
Champion assignment:
· Champions who emerge or volunteer to take on the role usually have a passion or
interest in the change being implemented (Thompson et al, 2006; Shane, 1994).
· Champions are not necessarily the originator of the change idea but show enthusiasm for the
subject at an early stage(Hendy & Barlow, 2011; Ploeg et al, 2010; White, 2011).
· Champions who are recognised for their expertise, especially in the change topic, have a
greater influence on acceptance of the change by their peers(Lines, 2007; Majumdar et al,
2007; Ploeg et al, 2010; Senior & Swailes, 2010).
· Champions have been shown to sustain change after implementation (Ploeg et al, 2010).
Peer group support:
· Peer groups respond more positively to one of their own who knows their world (White, 2011).
· Peer groups have access to a champion to go to or work alongside as mentors (Ploeg et al,
2007; Ploeg et al, 2010; White, 2011).
· Peer groups appreciate recieving ongoing communication related to the progress of the change
(Ploeg et al, 2010).
· Peers feel their concerns are heard and adaptations tailored to their specific context (Ploeg et
al, 2010).
Managerial support:
· Management is seen to endorse the role of change champion (Ploeg et al, 2010).
· Management allows change champions to adapt established models to the specific needs of
the organisation and local team (Hendy & Barlow, 2011, Senior & Swailes, 2010; Shane, 1994).
· Management encourages bottom-up leadership (Taylor et al, 2012).
Experience and Abilities:
· Champions are able to demonstrate strong communication and networking skills (Shaw et al,
2012; Thompson et al, 2006)
· Champions provide ‘sensegiving’ by facilitating understanding of the change by peer members
(Hendy & Barlow, 2011; Lines, 2007)
· Champions are strong communicators at the grassroots level, across disciplines and as part
of committees (Ploeg et al, 2010; Thompson et al, 2006).
Type of change:
· The size and nature of the change determines the appropriate roll out model (Thompson et al,
2006)
· The model used will determine if the use of champions is applicable (Thompson et al, 2006)
· Champions who emerge or volunteer to take on the role usually have a passion or
interest in the change being implemented (Thompson et al, 2006; Shane, 1994).
· Champions are not necessarily the originator of the change idea but show enthusiasm for the
subject at an early stage(Hendy & Barlow, 2011; Ploeg et al, 2010; White, 2011).
· Champions who are recognised for their expertise, especially in the change topic, have a
greater influence on acceptance of the change by their peers(Lines, 2007; Majumdar et al,
2007; Ploeg et al, 2010; Senior & Swailes, 2010).
· Champions have been shown to sustain change after implementation (Ploeg et al, 2010).
Peer group support:
· Peer groups respond more positively to one of their own who knows their world (White, 2011).
· Peer groups have access to a champion to go to or work alongside as mentors (Ploeg et al,
2007; Ploeg et al, 2010; White, 2011).
· Peer groups appreciate recieving ongoing communication related to the progress of the change
(Ploeg et al, 2010).
· Peers feel their concerns are heard and adaptations tailored to their specific context (Ploeg et
al, 2010).
Managerial support:
· Management is seen to endorse the role of change champion (Ploeg et al, 2010).
· Management allows change champions to adapt established models to the specific needs of
the organisation and local team (Hendy & Barlow, 2011, Senior & Swailes, 2010; Shane, 1994).
· Management encourages bottom-up leadership (Taylor et al, 2012).
Experience and Abilities:
· Champions are able to demonstrate strong communication and networking skills (Shaw et al,
2012; Thompson et al, 2006)
· Champions provide ‘sensegiving’ by facilitating understanding of the change by peer members
(Hendy & Barlow, 2011; Lines, 2007)
· Champions are strong communicators at the grassroots level, across disciplines and as part
of committees (Ploeg et al, 2010; Thompson et al, 2006).
Type of change:
· The size and nature of the change determines the appropriate roll out model (Thompson et al,
2006)
· The model used will determine if the use of champions is applicable (Thompson et al, 2006)
SENSEGIVING
A key benefit of using champions is that they can provide 'sensegiving' of the change being implemented. By working alongside their colleagues who are affected by a change
implementation, the champion can use multiple modes of delivery to aid learning and understanding; to make sense of the change. These include explanation, demonstration, critical thinking, and learning related to real life situations (Hendy & Barlow, 2011).The act of 'sensgiving' through knowledge transfer to gain a better understanding and working together helps create a positive cohesiveness among the group (Hendy & Barlow, 2011; Thompson et al, 2006; Ploeg et al, 2010).
implementation, the champion can use multiple modes of delivery to aid learning and understanding; to make sense of the change. These include explanation, demonstration, critical thinking, and learning related to real life situations (Hendy & Barlow, 2011).The act of 'sensgiving' through knowledge transfer to gain a better understanding and working together helps create a positive cohesiveness among the group (Hendy & Barlow, 2011; Thompson et al, 2006; Ploeg et al, 2010).
impact on culture
The use of champions creates a intergrative culture, whereby a group questions why things are done a certain way, is open to new ideas, looks for alternative solutions, and then brings their ideas together (Kanter, 1983). A strong sense of involvement in change promotes ownership of the change as well as a desire to succeed by that group or team (Schwartz & Davis, 1981; Senior & Swailles, 2010). Continued support through personal contact with a champion encourages individual confidence, job satisfaction and a sense of belonging within a group (Ploeg et al, 2007; Ploeg et al, 2010). The use of champions is seen as a strategy for managing change around a culture (Senior & Swailes, 2010) and also by using this approach champions
have a positive influence on the values and beliefs of a culture which has been noted to reduce resistance to change (White, 2011).
have a positive influence on the values and beliefs of a culture which has been noted to reduce resistance to change (White, 2011).
