You can't create a change in behaviours by changing a job title (sadly - it would be much easier if you could).  The person will return to work on Monday morning, sit down and start doing the same things they were doing before you changed their title.  Actually there might be a little lording it over their fellow workers but that's probably not the desired result.

You can alter the Role but the first stage is to match that to a set of Responsibilities.  The real driver of behaviour is to also change the Processes that define how the person works and interacts.  These process descriptions don't have to be immensely complex. 

I tend to use a variantion of the IDEF0 approach as it defines inputs, outputs, mechanisms (who/what will carry out given operations) and controls (the 'rules' that must be adhered to) and suit defining operations in say an R&D organisation.

Only the processes alter what the person does on a regular basis.  However the other legs of a change process are also important.

Systems - allow the person and organisation to work in a different way (e.g. intranets, pilot plants, virtual project software)

Personal attributes - the skills and capabilities of the person.  These will clearly limit what a person can and cannot do.  More deeply, the person's own beliefs and values will influence how their skills and capabilities are used to exhibit particular behaviours at work.  

Copyright Richard A D Jones 2005