SSM - Blog # 6 - Time for a change

What is the best way to fix something that appears to be broken?  In an organisation of large capacity, there are a number of elements that work together in order to be successful. If the appropriate elements aren’t working efficiently, then change needs to be made. Organisational change is ‘the movement from a current state to a defined state − a different, improved and desired new state, through a set of planned and integrated interventions’ (Neville 2009). Swimming Australia has recognised after the London Olympics 2012, that there were significant improvements that needed to be made within their organisational structure and with these changes they may seek future improvements throughout the success of their organisation.

Organisational change is not something that is done easily, and it requires a considerate understanding in order to be implemented.  Pettigrew (1987) outlined three aspects that to be understood, in order to manage the changes that need to occur within an organisation. These include the context; the content and the process of change (Keegan 2013). Swimming Australia did not require minor adjustments to their organisation, but a number of changes needed to be made to key players. Leadership was noticed as a specific concern after the London Olympics and key positions played a part in this.

 In applying Pettigrew’s theory, Swimming Australia’s change was imperative if they wanted to seek further improvement. The context of the change includes the element of ‘why’ such changes need to be made (Keegan, S). These organisational changes had to happen as the ‘toxic culture’ of the swimming Australia team showcased at the Olympic Games (Bluestone 2013). Toxic incidents including the use of prescription drugs, alcohol and breaking of curfews were all outlined. it all came down to the recognising that the influence of the toxic culture was due to the leadership. The process of change has seen a new leadership structure by introducing a new CEO, Head Coach and Integrity committee (SAL 2013) to name a few. With new people in these position allows opportunity this opportunity, in particular with the influence these new leaders will have on our swimmers.

With any organisation comes change, whether it is internal or external. It is the responsibility of the organisation to recognise when the right opportunity is to make changes, and what is the best way of going about it. As seen through this blog, SAL waited until it was too late. The London Olympics and the poor results that were shown, was the point by which they realised it was time for a change. The implementation of a new leadership structure looks to have new personnel in these key positions. These changes will be suitable for SAL to make major improvements and focus on their next goal of achieving Olympic gold at Rio in 2016.

References

 Neville, T 2009, 'Organisational change -- why and how to embrace it', Australasian Biotechnology, 19, 1, p. 20, Australia/New Zealand Reference Centre, viewed 14 November 2013, EBSCO database.

Pettigrew, AM 2012, 'Context and Action in the Transformation of the Firm: A Reprise', Journal Of Management Studies, 49, 7, pp. 1304-1328, viewed 14 November 2013, EBSCO database.

Keegan, S 2013, Unit 9375 Strategic Sport Management, week 2: Change Management: In Sport, lecture PowerPoint slides, viewed 10 November 2013, http://learnonline.canberra.edu.au

Swimming Australia 2013, The Bluestone review: A review of culture and leadership in Australian Olympic Swimming, prepared by Blue Stone Edge, BSR, Victoria

Swimming Australia 2013, Swimming Australia confirms new leadership structure, version 9 April, Swimming Australia, viewed 6 November 2013, http://www.swimming.org.au/news/index.cfm?fuseaction=NewsItem&NewsID=34217