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Background <p>Employees who demonstrate a deep commitment and passion for a specific cause or initiative within healthcare are often called champions, and they are increasingly recognized as key resources during implementation processes and quality improvement work. However, the inconsistent use of the champion concept in the existing literature addresses the need for more knowledge on how champions are conceptualized and identified in practice, and how they might contribute to resilience in healthcare.</p> Methods <p>The study had a qualitative explorative design, in which 55 managers and healthcare staff from two Norwegian hospitals, five nursing homes, and one homecare service participated in an intervention aimed at strengthening resilience in healthcare. Data material from the implementation process was used, including focus group interviews before (<i>n</i> = 47) and after (<i>n</i> = 32) the intervention, and observation notes from the intervention workshops (15 workshops, 30&#xa0;h observation). Thematic analysis was used.</p> Results <p>Champions were conceptualized as individuals who see possibilities instead of obstacles, and who take on responsibility for finding and collecting required resources to solve challenges. They motivated others, and could possess both informal roles in facilitating social, relational and professional matters, and/or be assigned more formal roles as resource persons in specific fields or as facilitators for implementation processes due to their engagement. Scarcity of resources and lack of management support were important barriers in keeping and engaging champions. Leadership facilitation and support and to have a sound psychosocial work environment with a culture of openness and psychological safety were important enablers for champions.</p> Conclusion <p>By being supported and acknowledged, champions may have the potential to contribute to resilient performance in healthcare. Champions are key resources for quality improvement work, implementation-, and change processes, and a sound organizational culture due to their great engagement and by going the extra mile for their organization. Managers have a key role in acknowledging and supporting champions and ensure that they are given opportunities to be a resource for the organization rather than having their efforts cover up system vulnerabilities such as scarcity of resources.</p>

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The conceptualization of champions and their role in healthcare resilience

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年7月7日

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  • Eline Ree,
  • Hilda Bø Lyng,
  • Cecilie Haraldseid-Driftland,
  • Veslemøy Guise,
  • Birte Fagerdal,
  • Heidi Dombestein,
  • Hilde Valen Waehle,
  • Siri Wiig

摘要

Background

Employees who demonstrate a deep commitment and passion for a specific cause or initiative within healthcare are often called champions, and they are increasingly recognized as key resources during implementation processes and quality improvement work. However, the inconsistent use of the champion concept in the existing literature addresses the need for more knowledge on how champions are conceptualized and identified in practice, and how they might contribute to resilience in healthcare.

Methods

The study had a qualitative explorative design, in which 55 managers and healthcare staff from two Norwegian hospitals, five nursing homes, and one homecare service participated in an intervention aimed at strengthening resilience in healthcare. Data material from the implementation process was used, including focus group interviews before (n = 47) and after (n = 32) the intervention, and observation notes from the intervention workshops (15 workshops, 30 h observation). Thematic analysis was used.

Results

Champions were conceptualized as individuals who see possibilities instead of obstacles, and who take on responsibility for finding and collecting required resources to solve challenges. They motivated others, and could possess both informal roles in facilitating social, relational and professional matters, and/or be assigned more formal roles as resource persons in specific fields or as facilitators for implementation processes due to their engagement. Scarcity of resources and lack of management support were important barriers in keeping and engaging champions. Leadership facilitation and support and to have a sound psychosocial work environment with a culture of openness and psychological safety were important enablers for champions.

Conclusion

By being supported and acknowledged, champions may have the potential to contribute to resilient performance in healthcare. Champions are key resources for quality improvement work, implementation-, and change processes, and a sound organizational culture due to their great engagement and by going the extra mile for their organization. Managers have a key role in acknowledging and supporting champions and ensure that they are given opportunities to be a resource for the organization rather than having their efforts cover up system vulnerabilities such as scarcity of resources.