This article provides a detailed description and analysis of how one Canadian institution used groups of department heads as change agents to address their most acute department head role tensions. It is demonstrated that this institution's change initiative aligned very closely to the recommendations proposed, in both the literature pertaining to organizational development in a higher education context, and the broader organization development literature regarding the use of groups as agents of change. In conclusion, it is suggested that how work is broken down and structured into various groups can facilitate the change process, that enabling and engaging the change targets as change agents may be of value, and that institutions may benefit by broadly increasing member knowledge, competencies and experience with team work, team dynamics and an understanding of how groups can successfully be used as agents of change.