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Deliver90 min · v1.0

Champions, dialogue and communication

Original workshop design for pilot use. This format has not been validated for effectiveness.

Summary and decision

Create a reliable listening and response system around the change.

Decision: Agree the champion remit, communication plan and response ownership.

Preparation

  • Bring approved messages, known questions and decision boundaries.
  • Define paid time and support available to champions.

Audience

8-16 champions, communications, managers, employee representatives and project owners.

Agenda

Agenda in minutes
#BlockMinutes
1Opening10
2Evidence10
3Exercise A25
4Break5
5Exercise B25
6Decisions15
Total90

Exercises A and B

Exercise A: Listening and response map

  1. Define how questions are received, categorised and assigned.
  2. Practise responding to a question with no approved answer.
  3. Agree response dates and how employees see what changed.

Exercise B: Communication and town hall plan

  1. Choose messages by audience task and decision need.
  2. Plan a 45-minute town hall: context 5, decisions 10, demonstration 10, questions 15, next steps 5.
  3. Rehearse an unanswered question and the approval route for its later response.

Worksheets

Worksheet A

Audience and question
Approved answer or open issue
Owner and response date
Feedback to employees

Worksheet B

Audience, purpose and message
Channel and accessibility
Approval owner and publication date
Questions and response method

Illustrative example

Illustrative, not a real case

  • Illustrative: champions hear concerns about storage.
  • They record the issue without identifying complainants and send it to the design owner.
  • The next update explains the decision and its practical consequences.

Completion criteria

  • Champions understand their remit and time allocation.
  • Each message has an approval owner.
  • Open questions remain visible until resolved.

Follow-up

  • Start a weekly question review and publish approved responses.
  • Use W14 to check whether responses actually resolved the issue.

Points of attention

  • Champions represent experience and relay issues, not monitor colleagues.
  • Do not promise an answer date the responsible owner has not accepted.

Workplace phase and change activities

Workplace: Deliver (phase in the Workplace method)

Change Management

  • Prepare

    Why this workshop helps: Sets up a listening and response system and agrees who answers what.

    Adapting outside a workplace setting: Replace workplace examples with situations from your own change; the structure can stay.

  • Activate

    Why this workshop helps: Champions and dialogue keep questions and answers flowing during introduction.

    Adapting outside a workplace setting: Replace workplace examples with situations from your own change; the structure can stay.

These links and notes are editorial guidance of the Codex, not a new or validated template. The workshop text and files on this page are unchanged.

Planned sessions

No sessions are planned.

Sources and downloads

Sources

S04Determinant frameworkNot effectiveness evidence

Damschroder et al. (2022). The updated Consolidated Framework for Implementation Research

Why here: Informs the view of communication, engagement and feedback routes as implementation determinants. The champion remit and response map are our own design and are not CFIR. It does not validate this workshop.

Finding:
CFIR supports structured examination of context, barriers and facilitators, with attention to recipients and equity.
Limitation for workplace:
Use selected relevant constructs. The 7P lens is our organising synthesis, not the CFIR structure or a validated scale.
Reviewed 2026-10-02
S08Observational study

Implementation of Activity-Based Workplaces: The Importance of Participation in Process Activities (2022)

Why here: Informs the attention to participation and visible response to employee input. It does not show that more champions or more communication cause better outcomes, and it does not validate this workshop.

Finding:
A study followed participation in implementation activities during relocation at two Swedish government office sites.
Limitation for workplace:
An observational workplace study supports examining participation. It does not prove that more workshops cause better outcomes.
Reviewed 2026-10-02

Downloads

Last reviewed: 2026-10-02