ArticleImplementation science communications2026
Preparing clinical champions for sustainable implementation of practice change within large healthcare systems.
Article in Implementation science communications, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
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Who cites it
2 citing papers in PubMed.
- Champions and early adopters in an implementation-effectiveness study of shared decision making: implications for interpersonal strategies.Implementation science communications · 2026Article
- Gaining a comprehensive understanding of antimicrobial resistance in dental education: a mixed methods study protocol.Frontiers in public health · 2026Article
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Authors and funding
10 authors.
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Abstract
backgroundClinical champions can be effective for increasing uptake of evidence-based interventions. However, little is known about how to prepare them to be impactful, particularly within large healthcare systems. We present a conceptual model, grounded in the Awareness, Desire, Knowledge, Ability, Reinforcement (ADKAR®) change management framework, to guide training for clinical champions.
methodsIn 2021, the U.S. Department of Veterans Affairs implemented clinical champions in primary care and mental health services to facilitate uptake of Whole Health, a person-centered holistic approach to healthcare. Our conceptual model was created through iterative team discussions about learnings from our evaluation of Whole Health clinical champion implementation. This evaluation included two rounds of interviews with clinical champions, and three rounds of a practice reflection survey (aligned with ADKAR) administered to champions.
resultsDrawing on these data and ADKAR, we developed a conceptual model of how clinical champions can be supported through two complementary and sequential change management processes. The first process is related to their practice change. Clinical champions must start by gaining awareness of and interest in the new practice. They can then develop foundational knowledge and skills to enact it. Finally, they will only maintain the practice if they observe benefits of its use. Once they have progressed through the ADKAR stages in relation to the practice change, the second process they must undertake is in relation to the clinical champion role. They must first understand why clinical champions are needed and have an interest in the role. They then need training and skills for the role (e.g., overcoming barriers, mentorship). Finally, to continue the role over time they must see that champions are making a difference. Only after champions have gone through both processes can they effectively support their colleagues in progressing through the ADKAR stages to implement the change in their practice.
conclusionsGiven that clinical champions are a widely used implementation strategy, this work holds promise for improving its impact on implementation and effectiveness outcomes. By supporting tailoring training to where champions are in the change management processes, our data-driven conceptual model can improve champions' effectiveness as change agents.
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