Map
Framework

Change champion roles

The question it answers

When a company is about to roll out a major change, which people at any level should a CEO or department head train as change champions, and what skills do they need to initiate, facilitate and implement?

Origin
Warrick, 2009
Diagram type
Process by phase
Level of analysis
Team
Topics
Change management
Clay steps with a looping glass arrow, icon for change management

Diagram

Change champion roles

  1. Three roles
  2. InitiatingBuild a change mindset, lead with vision, stay well informed about the issues and how to get things done, involve key stakeholders and build commitment.
  3. FacilitatingWork with people, work with teams, network and bring the right people together.
  4. ImplementingPlan and manage the change process, make things happen, keep people focused and motivated, set up feedback mechanisms to monitor progress, persevere until the change succeeds.

When to use it, and when not to

Use it when

Warrick notes that champions develop different strengths: one may excel at initiating, another at facilitating, another at implementing. Knowing this helps match people to projects.

Pitfalls

Pitfall

Confusing a change champion with a change agent: Warrick defines a champion as someone at any level who can initiate, facilitate and implement change, while large or complex changes still need change agents, the trained OD specialists. If the organisation does not recognise and reward the extra role, it is hard to keep people in it.

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Warrick, D.D. (2009) ‘Developing organization change champions: a high payoff investment!’, OD Practitioner, 41(1), pp. 14–19.No DOICited in 1 article