{"id":35247,"date":"2026-06-15T08:00:00","date_gmt":"2026-06-15T07:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&#038;p=35247"},"modified":"2026-06-15T09:24:03","modified_gmt":"2026-06-15T08:24:03","slug":"moving-at-the-speed-of-your-people-what-the-3x3-tall-blacks-teach-us-about-innovation-and-change-management","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/moving-at-the-speed-of-your-people-what-the-3x3-tall-blacks-teach-us-about-innovation-and-change-management\/","title":{"rendered":"Moving at the Speed of your People: What The 3&#215;3 Tall Blacks Teach us About Innovation and Change Management"},"content":{"rendered":"<!-- blocks\/hero-editorial -->\n<!-- inc\/hero-editorial -->\n<div class=\"hero es-hero__editorial hero--var-1\" role=\"banner\">\n\t<div class=\"hero__image\" style=\"background-image: url(https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2026\/06\/3x3-lads-scaled-e1781258320710.jpeg);\">\n\n\t\t<div class=\"hero__overlay grad-overlay content-bottom\">\n\t\t\t<div class=\"container\">\n\n\t\t\t\t<div class=\"hero__content\">\n                    \n\t\t\t\t\t<div class=\"hero__content__inner\">\n\t\t\t\t\t\t                            <p class=\"es-label es-label--md\">\n                                15 Jun 2026                            <\/p>\n                        \t\t\t\t\t\t<a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\" class=\"theme-dark hero__back-link back-link es-label es-label--sm\">\n\t\t\t\t\t\t\t<span class=\"icon icon--md icon--arrow-left\"><\/span>Articles<\/a>\n\n\t\t\t\t\t\t<h1 class=\"hero__title\">Moving at the Speed of your People: What The 3&#215;3 Tall Blacks Teach us About Innovation and Change Management<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n        \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n    <section class=\"es-section theme-light hero__sidebar-wrapper container\">\n        <div class=\"hero__sidebar\">\n                            <div class=\"category-list\">\n                  <div class=\"es-label es-label--sm\">Category<\/div>\n                  <a href=\"https:\/\/leadersinsport.com\/performance-institute\/category\/open-access\/\" rel=\"tag\">Open Access<\/a>                <\/div>\n                            <div class=\"share-list\">\n                  <div class=\"es-label es-label--sm\">Share<\/div>\n                  <a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https:\/\/leadersinsport.com\/performance-institute\/articles\/moving-at-the-speed-of-your-people-what-the-3x3-tall-blacks-teach-us-about-innovation-and-change-management\/\">Facebook<\/a>\n                  <a 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class=\"font-hidden\">https:\/\/leadersinsport.com\/performance-institute\/articles\/moving-at-the-speed-of-your-people-what-the-3&#215;3-tall-blacks-teach-us-about-innovation-and-change-management\/<\/div>\n                <\/div>\n                    <\/div>\n    <\/section>\n\n\n<!-- blocks\/section -->\n<section\n  class=\"es-section flexible-section  text-only theme-light\"\n    >\n                <div class=\"container\">\n                                    <div class=\"bg-striped-pattern__inner section-padding-top section-padding-bottom\">\n                <div class=\"es-section__inner col-parent col-parent--stack-sm\">\n                                            <div class=\"es-section__sidebar es-section__sidebar--sticky col col--12 \">\n                                                            <p class=\"es-section__label es-label es-label--md\">In the third part of his miniseries, Basketball New Zealand GM Paul Downes explains how a peripheral format became a legitimate, strategically prioritised pathway for international success.<\/p>\n                            \n                            \n                            \n                                                            <div class=\"es-section__text content-area\">\n                                    <p><p>Main Image: Basketball New Zealand<\/p>\n<h6>By Paul Downes PhD<\/h6>\n<h6>Change in high\u2011performance (HP) sport is rarely resisted because people are opposed to improvement.<\/h6>\n<p>More often, it is resisted because proposed change is perceived as threatening what people care most deeply about: identity, legacy, fairness, and standards.<\/p>\n<p>This article uses the evolution of the 3&#215;3 Tall Blacks programme as a case study in applied change leadership, exploring how innovation can be mobilised without destroying trust or fragmenting a system.<\/p>\n<p>Specifically, the article examines how 3&#215;3 Basketball shifted within Basketball New Zealand (BBNZ) from being viewed as a peripheral or competing format to a legitimate, strategically prioritised pathway for international success. Drawing on innovation and change management research, it demonstrates how leadership decisions around pace, protection, communication, and culture shaped the programme\u2019s trajectory. Central to this case is a simple but often neglected principle: organisations can only move at the speed of their people.<\/p>\n<p><strong>What is 3&#215;3 basketball?<\/strong><\/p>\n<p>3&#215;3 Basketball was formalised by the International Basketball Federation (FIBA) in the late 2000s as a condensed, high\u2011tempo version of the game designed for urban environments, broadcast appeal, and global accessibility. Played with three athletes per team on a half court, a 12\u2011second shot clock, and first\u2011to\u201121 scoring, the format demands rapid decision\u2011making, tactical clarity, athletic versatility, and exceptional individual skill under pressure.<\/p>\n<p>Since its inclusion as an Olympic discipline at the Tokyo 2020 Olympic Games, 3&#215;3 has moved decisively from an alternative format to a mainstream high\u2011performance sport. It now operates with its own world rankings, qualification pathways, professional circuits, and national team competitions governed by FIBA. Crucially, success in 3&#215;3 is not achieved by lightly adapting 5&#215;5 systems; it requires distinct preparation models, athlete archetypes, and tactical identities.<\/p>\n<p><strong>Who are the 3&#215;3 Tall Blacks?<\/strong><\/p>\n<p>New Zealand competes in 3&#215;3 Basketball through a clearly defined international competition pathway. The men\u2019s senior programme, known as the 3&#215;3 Tall Blacks and, known on the FIBA circuit since 2025 as #2PointNation, contests major national team events including the FIBA 3&#215;3 Asia Cup, the FIBA 3&#215;3 World Cup, and, where applicable, Olympic or Commonwealth Games qualification tournaments. Athletes may also compete in FIBA\u2011sanctioned professional events such as World Tour Challengers, World Tour Masters, and selected Pro circuits, which contribute to global ranking points and qualification status.<\/p>\n<p>These competitive realities require BBNZ\u2019s 3&#215;3 programme, across U21, U23, and senior team, to be innovative by necessity. With constrained resources and limited margins for error, the Men\u2019s (and Women\u2019s) programme has had to identify where competitive advantage is possible, how learning can be accelerated, and how athletes can be developed into genuine 3&#215;3 specialists rather than part\u2011time participants (through also prioritising 5&#215;5).<\/p>\n<p><span class=\"kAOTWCasSo9N\"><iframe loading=\"lazy\" title=\"Asia Cup winners \ud83c\uddf3\ud83c\uddff Ready to CONQUER the World! | The New Zealand 3x3 Basketball Story\" width=\"600\" height=\"338\" src=\"https:\/\/www.youtube.com\/embed\/mlBHvwHAJko?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe><\/span><\/p>\n<p><strong>3&#215;3 as a strategic opportunity, not a threat<\/strong><\/p>\n<p>Within the New Zealand basketball landscape, historical emphasis has understandably sat with the Tall Blacks (men\u2019s 5&#215;5) and Tall Ferns (women\u2019s 5&#215;5) programmes. These teams carry deep cultural significance, reinforced by landmark performances such as the Tall Blacks\u2019 fourth\u2011place finish at the 2002 FIBA World Cup and the Tall Ferns\u2019 participation at the 2004 Olympic Games. However, podium finishes at pinnacle 5&#215;5 events, and consistent Olympic qualification, have become increasingly difficult in a global ecosystem shaped by professional leagues, deep talent pools, and significant financial asymmetry.<\/p>\n<p>Within this context, 3&#215;3 has emerged not as a replacement for 5&#215;5, but as a distinct strategic opportunity: a format in which New Zealand can plausibly compete for medals through deliberately creating an identity, strategy and specialisation by targeted coaches and athletes. Yet recognising opportunity was not sufficient. Elevating 3&#215;3 within a 5&#215;5\u2011dominant system required leaders to manage legitimate fears that resources, attention, or cultural value would be diverted.<\/p>\n<p>As 3&#215;3 Tall Blacks Head Coach Piet Van Hasselt said:<\/p>\n<blockquote><p><strong>Resistance to 3&#215;3 didn\u2019t mean disloyalty. It often meant people cared deeply about 5&#215;5 and felt responsible for protecting it. 3&#215;3 is still the new kid on the block in basketball terms and is very different to 5&#215;5.<\/strong><\/p><\/blockquote>\n<p>This framing was critical. Resistance was interpreted not as obstruction, but as a signal of attachment and responsibility. That distinction shaped how change was approached: not through mandate, but through dialogue, clarity, and deliberate pacing.<\/p>\n<p><strong>Three roles that support successful innovation in HP environments<\/strong><\/p>\n<p>Across HP sport and other expert systems, innovation research converges on the importance of leaders occupying multiple complementary roles rather than relying on individual charisma or isolated expertise (1,2,3). Three roles are consistently evident in successful innovation initiatives.<\/p>\n<p><strong>1.<\/strong> <strong>The System Architect<\/strong><\/p>\n<p>The &#8216;System Architect&#8217; role is grounded in organisational ambidexterity and strategic leadership research. Scholars such as Tushman and O\u2019Reilly (1, 2) demonstrate that breakthrough innovation depends on senior leaders designing separate but integrated systems, protecting exploratory work from short\u2011term performance pressures while integrating it at the top through strategy, resourcing, and authority. Mintzberg\u2019s work on \u201cdesigning the organisation\u201d (3) reinforces this view in that effective leaders shape structures, decision rights, and power flows rather than running experiments themselves.<\/p>\n<p>In HP sport terms, the architect decides where innovation sits, how it is protected, and how it is judged. Without this role, innovation becomes personality\u2011dependent and fragile; with it, innovation becomes institutional.<\/p>\n<p><strong>2. The Technical Champion<\/strong><\/p>\n<p>The &#8216;Technical Champion&#8217; is one of the most empirically supported roles in innovation literature. Research by Howell and Higgins (4, 5) shows that innovations outperform when championed by credible insiders who persist under resistance, mobilise informal networks, and translate abstract ideas into legitimate practice. Subsequent work clarifies an important dependency: champions burn out or are marginalised (6) without organisational protection from architects.<\/p>\n<p>In HP sport, champions are domain\u2011credible leaders for example coaches, senior athletes, or tactically fluent specialists who are willing and able to absorb resistance on behalf of others while legitimising change through performance.<\/p>\n<p><strong>3. The Cultural (Learning) Enabler<\/strong><\/p>\n<p>The third role of &#8216;Cultural&#8217; or &#8216;Learning Enabler&#8217; is supported by Amy Edmondson\u2019s (7) research on psychological safety. Innovation fails less often due to lack of ideas than due to fear. Leaders who frame their strategic initiatives as learning problems, without lowering standards, create environments where experimentation, respectful conflict, and early failure are informational rather than punitive. This role ensures innovation does not collapse into compliance or defensive behaviour, particularly in high\u2011stakes environments such as elite sport.<\/p>\n<p><strong>The blended roles within BBNZ 3&#215;3<\/strong><\/p>\n<p>Within the BBNZ 3&#215;3 system, Nikolay Mikhalchuk (High Performance Manager, 3&#215;3 \u2013 hereafter HPM) and Piet Van Hasselt (Head Coach, 3&#215;3 Tall Blacks) can be viewed as functioning as deliberate amalgamations of all three innovation roles, in part due to the realities of scale and resource constraint.<\/p>\n<p><em>Architectural leadership<\/em><\/p>\n<p>As system architects, Mikhalchuk and Van Hasselt emphasise structural protection and integration, explicitly designing daily training environments and pathways for learning rather than forcing premature exposure. Mikhalchuk explains:<\/p>\n<blockquote><p><strong>Decisions are made to take a step back, spend more time\u2026 align yourself, the coaching staff, and then prepare, rather than throwing athletes in the deep end before they understand the system and role expectations.<\/strong><\/p><\/blockquote>\n<p>This reflects programme ambidexterity through protecting exploration (learning the 3&#215;3 system) while gradually integrating it into the national pathway across U21, U23, and senior programmes.<\/p>\n<p><em>Champion and cultural leadership<\/em><\/p>\n<p>As technical champions and cultural enablers, both leaders are able to translate strategy into daily training behaviours while safeguarding learning. Van Hasselt captures this when he notes:<\/p>\n<blockquote><p><strong>We\u2019re trying to find a gap we can exploit based on our strengths\u2026 We have forged an identity, with clarity, and our players have bought into it.<\/strong><\/p><\/blockquote>\n<p>He further explains how culture and learning interacted:<\/p>\n<blockquote><p><strong>Great leadership and athlete ownership has meant we\u2019ve been able to build through younger players, and now these players are becoming specialists.<\/strong><\/p><\/blockquote>\n<p>Through deliberate &#8216;test and learn&#8217; cycles, particularly in the Under-21 and Under-23 Nations League exposure and targeted senior competition, 3&#215;3 specialists have emerged organically rather than being imposed.<\/p>\n<p><strong>Managing change in a 5&#215;5-dominant culture<\/strong><\/p>\n<p>At a technical level, the transition from 5&#215;5 to 3&#215;3 can present genuine challenges. Mikhalchuk notes:<\/p>\n<blockquote><p><strong>There are a lot of nuances and rules around 3&#215;3 which would drive 5&#215;5 players mad\u2026 The transition from a 5&#215;5 star to the 3&#215;3 court is close to impossible.<\/strong><\/p><\/blockquote>\n<p>Yet once athletes choose to engage, the experience is often transformative. Van Hasselt observes:<\/p>\n<blockquote><p><strong>Every time a 5&#215;5 player comes in they absolutely love it\u2026 We have found players who are courageous and ready to take a leap of faith to this exciting new challenge.<\/strong><\/p><\/blockquote>\n<p>These insights reinforced a core leadership lesson that people cannot be rushed through change they have not yet made sense of. Progress depended on aligning belief, understanding, and competence. Indeed, moving at the speed of people, not planning cycles.<\/p>\n<blockquote class=\"instagram-media\" style=\"background: #FFF; border: 0; border-radius: 3px; box-shadow: 0 0 1px 0 rgba(0,0,0,0.5),0 1px 10px 0 rgba(0,0,0,0.15); margin: 1px; max-width: 540px; min-width: 326px; padding: 0; width: calc(100% - 2px);\" data-instgrm-captioned=\"\" data-instgrm-permalink=\"https:\/\/www.instagram.com\/reel\/DXB87KyAhFG\/?utm_source=ig_embed&amp;utm_campaign=loading\" data-instgrm-version=\"14\">\n<div style=\"padding: 16px;\">\n<p>&nbsp;<\/p>\n<div style=\"display: flex; flex-direction: row; align-items: center;\">\n<div style=\"background-color: #f4f4f4; border-radius: 50%; flex-grow: 0; height: 40px; margin-right: 14px; width: 40px;\"><\/div>\n<div style=\"display: flex; flex-direction: column; flex-grow: 1; justify-content: center;\">\n<div style=\"background-color: #f4f4f4; border-radius: 4px; flex-grow: 0; height: 14px; margin-bottom: 6px; width: 100px;\"><\/div>\n<div style=\"background-color: #f4f4f4; border-radius: 4px; flex-grow: 0; height: 14px; width: 60px;\"><\/div>\n<\/div>\n<\/div>\n<div style=\"padding: 19% 0;\"><\/div>\n<div style=\"display: block; height: 50px; margin: 0 auto 12px; width: 50px;\"><\/div>\n<div style=\"padding-top: 8px;\">\n<div style=\"color: #3897f0; font-family: Arial,sans-serif; font-size: 14px; font-style: normal; font-weight: 550; line-height: 18px;\">View this post on Instagram<\/div>\n<\/div>\n<div style=\"padding: 12.5% 0;\"><\/div>\n<div style=\"display: flex; flex-direction: row; margin-bottom: 14px; align-items: center;\">\n<div>\n<div style=\"background-color: #f4f4f4; border-radius: 50%; height: 12.5px; width: 12.5px; transform: translateX(0px) translateY(7px);\"><\/div>\n<div style=\"background-color: #f4f4f4; height: 12.5px; transform: rotate(-45deg) translateX(3px) translateY(1px); width: 12.5px; flex-grow: 0; margin-right: 14px; margin-left: 2px;\"><\/div>\n<div style=\"background-color: #f4f4f4; border-radius: 50%; height: 12.5px; width: 12.5px; transform: translateX(9px) translateY(-18px);\"><\/div>\n<\/div>\n<div style=\"margin-left: 8px;\">\n<div style=\"background-color: #f4f4f4; border-radius: 50%; flex-grow: 0; height: 20px; width: 20px;\"><\/div>\n<div style=\"width: 0; height: 0; border-top: 2px solid transparent; border-left: 6px solid #f4f4f4; border-bottom: 2px solid transparent; transform: translateX(16px) translateY(-4px) rotate(30deg);\"><\/div>\n<\/div>\n<div style=\"margin-left: auto;\">\n<div style=\"width: 0px; border-top: 8px solid #F4F4F4; border-right: 8px solid transparent; transform: translateY(16px);\"><\/div>\n<div style=\"background-color: #f4f4f4; flex-grow: 0; height: 12px; width: 16px; transform: translateY(-4px);\"><\/div>\n<div style=\"width: 0; height: 0; border-top: 8px solid #F4F4F4; border-left: 8px solid transparent; transform: translateY(-4px) translateX(8px);\"><\/div>\n<\/div>\n<\/div>\n<div style=\"display: flex; flex-direction: column; flex-grow: 1; justify-content: center; margin-bottom: 24px;\">\n<div style=\"background-color: #f4f4f4; border-radius: 4px; flex-grow: 0; height: 14px; margin-bottom: 6px; width: 224px;\"><\/div>\n<div style=\"background-color: #f4f4f4; border-radius: 4px; flex-grow: 0; height: 14px; width: 144px;\"><\/div>\n<\/div>\n<p>&nbsp;<\/p>\n<p style=\"color: #c9c8cd; font-family: Arial,sans-serif; font-size: 14px; line-height: 17px; margin-bottom: 0; margin-top: 8px; overflow: hidden; padding: 8px 0 7px; text-align: center; text-overflow: ellipsis; white-space: nowrap;\"><a style=\"color: #c9c8cd; font-family: Arial,sans-serif; font-size: 14px; font-style: normal; font-weight: normal; line-height: 17px; text-decoration: none;\" href=\"https:\/\/www.instagram.com\/reel\/DXB87KyAhFG\/?utm_source=ig_embed&amp;utm_campaign=loading\" target=\"_blank\" rel=\"noopener\">A post shared by 3&#215;3 Basketball | FIBA3x3 (@fiba3x3)<\/a><\/p>\n<\/div>\n<\/blockquote>\n<p><script async src=\"\/\/www.instagram.com\/embed.js\"><\/script><br \/>\n<strong>Applying Kotter\u2019s 8\u2011Step Change Model<\/strong><\/p>\n<p>Recognising the complexity of this transition, BBNZ have applied Kotter\u2019s 8\u2011Step Change Model (8) to structure and evaluate progress. A central insight of Kotter\u2019s model is that sustainable change is built deliberately, sequentially, and with reinforcement. This model, and its contextual application is summarised here:<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter\" src=\" https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2026\/06\/Kotters-8-step-BBNZ.jpg\" width=\"1000\" height=\"1000\" \/><\/p>\n<p><strong>Concluding remarks<\/strong><\/p>\n<p>Within the global FIBA 3&#215;3 landscape, the 3&#215;3 Tall Blacks\u2019 #2PointNation identity signals strategic clarity and a commitment to playing to New Zealand\u2019s strengths rather than mimicking others. The Men\u2019s programme accelerated once 3&#215;3 was framed, and accepted, not as a format that could rely on occasional 5&#215;5 participation, but as \u201cour game, our way.\u201d<\/p>\n<p>An aligned approach to innovation, grounded in organisational values and supported by deliberate change management, has enabled the programme to become a respected and emerging force internationally. As Van Hasselt reflects:<\/p>\n<blockquote><p><strong>Our programme and players strong commitment to improvement has helped us perform better game by game.\u00a0\u00a0 The commentators tell us we can beat anyone in the world\u2026 they like us because we\u2019re different.<\/strong><\/p><\/blockquote>\n<p>Mikhalchuk adds:<\/p>\n<blockquote><p><strong>We\u2019re quick, we\u2019re strong, we\u2019re consistent and tough\u2026 We feel we can build those twos, and when opponents adjust, we can drive and create uncontested shots.<\/strong><\/p><\/blockquote>\n<p>Ultimately, what gets funded gets celebrated. With increased High Performance Sport New Zealand (HPSNZ) investment toward the 2028 quadrennial, the Men\u2019s 3&#215;3 programme has moved from experimentation to embedded strategy. As Van Hasselt summarises the ambition:<\/p>\n<blockquote><p><strong>We\u2019d love to medal at LA 2028\u2026 We are continuing our exciting journey and improving every game and event as a team.<\/strong><\/p><\/blockquote>\n<p>The broader lesson is clear. Successful innovation is not a hero story. It is a role system, paced deliberately, anchored culturally, and led with respect for how people actually change.<\/p>\n<p><strong>References<\/strong><\/p>\n<p>1) <a href=\"https:\/\/www.hbs.edu\/ris\/Publication%20Files\/O'Reilly%20and%20Tushman%20AMP%20Ms%20051413_c66b0c53-5fcd-46d5-aa16-943eab6aa4a1.pdf\">Tushman<\/a>, M. L., &amp; <a href=\"https:\/\/www.hbs.edu\/ris\/Publication%20Files\/O'Reilly%20and%20Tushman%20AMP%20Ms%20051413_c66b0c53-5fcd-46d5-aa16-943eab6aa4a1.pdf\">O\u2019Reilly<\/a>, C. A. (1996). <em>Ambidextrous organizations: Managing evolutionary and revolutionary change.<\/em> California Management Review, 38(4), 8\u201329.<\/p>\n<p>2) <a href=\"https:\/\/www.hbs.edu\/faculty\/Pages\/item.aspx?num=16932\">O\u2019Reilly<\/a>, C. A., &amp; <a href=\"https:\/\/www.hbs.edu\/faculty\/Pages\/item.aspx?num=16932\">Tushman<\/a>, M. L. (2004). <em>The ambidextrous organization.<\/em> Harvard Business Review, 82(4), 74\u201381.<\/p>\n<p>3) <a href=\"https:\/\/umbrex.com\/resources\/frameworks\/organization-frameworks\/mintzberg-organizational-configurations\/\">Mintzberg<\/a>, H. (1983). <em>Structure in Fives: Designing Effective Organizations.<\/em> Englewood Cliffs, NJ: Prentice-Hall<\/p>\n<p>4) <a href=\"https:\/\/www.jstor.org\/stable\/2393393\">Howell<\/a>, J. M., &amp; <a href=\"https:\/\/www.jstor.org\/stable\/2393393\">Higgins<\/a>, C. A. (1990). <em>Champions of technological innovation.<\/em> Administrative Science Quarterly, 35(2), 317\u2013341. <a href=\"https:\/\/www.jstor.org\/stable\/2393393\">[jstor.org]<\/a><\/p>\n<p>5) <a href=\"https:\/\/www.researchgate.net\/profile\/Christine-Shea-4\/publication\/223761301_Champions_of_Product_Innovations_Defining_Developing_and_Validating_a_Measure_of_Champion_Behavior\/links\/59d779e9a6fdcc52acae7498\/Champions-of-Product-Innovations-Defining-Developing-and-Validating-a-Measure-of-Champion-Behavior.pdf\">Howell<\/a>, J. M., <a href=\"https:\/\/www.researchgate.net\/profile\/Christine-Shea-4\/publication\/223761301_Champions_of_Product_Innovations_Defining_Developing_and_Validating_a_Measure_of_Champion_Behavior\/links\/59d779e9a6fdcc52acae7498\/Champions-of-Product-Innovations-Defining-Developing-and-Validating-a-Measure-of-Champion-Behavior.pdf\">Shea<\/a>, C. M., &amp; <a href=\"https:\/\/www.researchgate.net\/profile\/Christine-Shea-4\/publication\/223761301_Champions_of_Product_Innovations_Defining_Developing_and_Validating_a_Measure_of_Champion_Behavior\/links\/59d779e9a6fdcc52acae7498\/Champions-of-Product-Innovations-Defining-Developing-and-Validating-a-Measure-of-Champion-Behavior.pdf\">Higgins<\/a>, C. A. (2005). <em>Champions of product innovations: Defining, developing, and validating a measure of champion behavior.<\/em> Journal of Business Venturing, 20(5), 641\u2013661. <a href=\"https:\/\/www.researchgate.net\/profile\/Christine-Shea-4\/publication\/223761301_Champions_of_Product_Innovations_Defining_Developing_and_Validating_a_Measure_of_Champion_Behavior\/links\/59d779e9a6fdcc52acae7498\/Champions-of-Product-Innovations-Defining-Developing-and-Validating-a-Measure-of-Champion-Behavior.pdf\">[researchgate.net]<\/a><\/p>\n<p>6) <a href=\"https:\/\/journals.sagepub.com\/doi\/pdf\/10.1177\/2633489521990443\">Shea<\/a>, C. M. (2021). <em>A conceptual model to guide research on the activities and effects of innovation champions.<\/em> Implementation Research and Practice, 2, 1\u201313.<\/p>\n<p>7) <a href=\"https:\/\/dash.harvard.edu\/entities\/publication\/13a7b031-0fdd-45ec-a7e0-2b80e2bc679f\">Edmondson<\/a>, A. C. (1999). <em>Psychological safety and learning behavior in work teams.<\/em> Administrative Science Quarterly, 44(2), 350\u2013383<\/p>\n<p>8) <a href=\"https:\/\/www.hbs.edu\/faculty\/Pages\/item.aspx?num=137\">Kotter<\/a>, J. P. (1996). <em>Leading Change.<\/em> Boston: Harvard Business School Press<\/p>\n<p><strong>What to read next<\/strong><\/p>\n<p><span class=\"RCG0M0Jy4h8Aa3ROviKnmUgKPb2Qjzo3ueiL5d29TFVl59bIJWYyWfjcs7eTn1Uwu\"><\/p>\n<blockquote class=\"wp-embedded-content\" data-secret=\"2rpcXoz0xH\"><p><a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/you-dont-arrive-strategic-how-leaders-grow-into-their-role\/\">You Don&#8217;t Arrive Strategic: How Leaders Grow Into their Role<\/a><\/p><\/blockquote>\n<p><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"\u201cYou Don\u2019t Arrive Strategic: How Leaders Grow Into their Role\u201d \u2014 Performance Institute\" src=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/you-dont-arrive-strategic-how-leaders-grow-into-their-role\/embed\/#?secret=l27Np76axh#?secret=2rpcXoz0xH\" data-secret=\"2rpcXoz0xH\" 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