Management of Change: Australian Cricket Board's Response to Scandal

This report provides an overview of the organizational changes undertaken by the Australian Cricket Board following the ball tampering scandal, also known as the Sandpapergate scandal. The report delves into the scandal's details, including the sanctions imposed on key players and the subsequent review of the team's governance and culture. It then analyzes the changes implemented by the board, such as appointing new directors and implementing stricter codes of conduct. The report applies various change management models, including Lewin's Force Field Theory, Power Grid Theory, and Kotter's Eight Step Model, to assess the effectiveness of these changes. It also discusses the creation, communication, and empowerment of a vision for the future, along with the consolidation of improvements and the institutionalization of new approaches. The analysis aims to provide insights into the board's efforts to regain its reputation and improve its organizational culture.

Running head: MANAGEMENT
Change and Stability Management
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Author Note:

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Executive Summary:
The objective of the report is to provide an overview on the ball tempering scandal in Australian
cricket and thereby focus on the changes taking place in Australian Cricket Board after the
scandal. The changes undertaken are then explained with the help of Lewis Force Field Theory,
Power Grid Theory and the Kotler’s Eight Step Model. The report also helps in creating a vision
along with communicating and empowering the vision. It also provides an insight into
consolidation of improvement and the institutionalization of any new approaches.

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Table of Contents
Introduction:....................................................................................................................................3
The Changes....................................................................................................................................3
Application of Lewis Force Field Theory.......................................................................................5
Application of Power Grid Theory:.................................................................................................7
Kotler’s Eight Step Model.............................................................................................................10
Creation of a Vision:......................................................................................................................12
Communication and Empowering the Vision................................................................................12
Consolidation of Improvement and Produce Change:...................................................................13
Institutionalization of Newer Approaches:....................................................................................15
Conclusion:....................................................................................................................................15
References:....................................................................................................................................17

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Introduction:
The report aims at providing an insight into the organizational changes of the Australian
Cricket Board after the ball tampering scandal. The ball tampering scandal also known as the
Sandpapergate scandal has been a scandal surrounding the cricket of Australia. In the year March
2018, Cameron Bancroft was found to rough up one of sides of a ball with the help of sandpaper
to swing it during flight (abc.net.au 2018). This happened during third Test match against the
South Africa at Cape Town. Vice-Captain David Warner and Captain Steve Smith has been
involved and hence met with unprecedented sanctions from the Cricket Board of Australia. The
coach of Australia, Darren Lehmann did not have direct involvement in the scandal but stepped
down from the role. Steve Smith had been substituted by Tim Paine as the Test Captain and
Aaron Finch as the ODI and T20 captain. After, the scandal, the Australian Cricket Board
commissioned review into the governance and culture of the team. It was found to be arrogant
and promoting male egos in developing an attitude of winning at all possible cost. This was
followed by the resignation of e David Peever, the then chairperson of Cricket Australia.
The Changes
Immediately after the scandal, the Cricket Australia launched an investigation led by the
executive general manager of Team Performance along with senior legal counsel and the head of
the Integrity. The CEO of Cricket Australia joined the investigations from South Africa.
Preliminary investigations showed how Warner, Smith and Bancroft had been held guilty and
sent home against charges of disrepute to the game (abc.net.au 2018). They have been found to
breach the Code of Conduct for cricket in Australia by getting involved in a conduct that has
been contrary to spirit of the game. Vice-Captain David Warner has been held responsible for
developing a plan for altering the condition of ball and instructing Bancroft in doing it including

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the technique. He failed in preventing the implementation of the plan and misled the match
officials in concealing the knowledge regarding the plan. This was followed by his twelve month
suspension from the domestic and the international cricket and would not be considered for the
positions of team leadership in future.
The Australian Cricket Board undertook deeper evaluation of ‘culture and conduct’ of
cricket teams of Australia. On the month of April, 2018, the chairman of Cricket Australia,
David Peever’ made an announcement where the former Test batsman Rick McCosker will lead
the independent review into the organizational, cultural and the governance issues along with
player driven method for putting across a charter presenting the expectations and the improved
behavior of the player (Lemon 2019). His team will also have two current and two former
players on the panel. The process will put forward recommendations for the Australian Cricket
Board. Director of Centre for Ethical Leadership, Peter Collins, served as the facilitator for the
procedure. The ICC chief executive, Dave Richardson, mentioned about harsher punishments for
the ball tampering and misbehavior.
There has also been confirmation that Earl Eddings would serve the part of the board
chair after being unanimously endorsed for filling the vacant position as the independent director
(cricket.com.au 2019). By serving the role as independent directors of Cricket Australia, Eddings
ensured that he would serve as the board chair for the following three years. Eddings entry in the
role of independent director was well accepted by the nominations committee. Besides, Richard
Freudenstein, who had been the chief executive of Foxtel and News Media, was appointed for
filling in the vacancy of the board due to resignation put up by Mark Tayler, an ex-test captain of
Australia. The appointment of the new as well as the continuing director confirmed that the

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Australian Cricket Board was able to maintain stronger balance of the business acumen and had
elite and community level understanding of cricket.
The directors have also been passionate about the growing cricket. In addition to this,
professionals of such success and standing is able to commit an outstanding term to Australian
cricket.
Application of Lewis Force Field Theory
In Lewin’s Force Field Theory, there exists forces that drives change as well as restrains
it. In case of equilibrium between the forces, there will occur no change. Change will only take
place when the driving force is more than restraining force (Burnes and Cooke 2013).
Figure 1: Diagrammatic Representation of the Lewis Force Field Theory
Source: (Swanson and Creed 2014)
The Lewin’s Force Field analysis can be applied for investigating the power balance
involved in a particular issue (Berthaume et al. 2014). The analysis is also used for identification
of the key stakeholders and the allies and the opponents. In addition to this, it is also used in

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identifying ways for influencing the target group. In case of Australian Cricket Board, the
Lewin Force Field model will help in analyzing the issue involved in the scandal related to ball
tampering scandal in Australia. It will also help in identification of opponents in this particular
case.
The internal forces for changes mentioned by the model includes general sense of the
business doing better. Desire for increasing the performance measures as well as the profitability,
need for reorganization for increasing competitiveness and efficiency, conflict between
departments and the need for higher flexibility within organizational structures and concerns
regarding demotivation, ineffective communication and persistence of poor relationship in
business(Nash, Manning and Heiser 2019). However, the internal forces for Australian Cricket
Board has been the need of reorganization of the organization for enhancing for regaining its
reputation and efficiency after the ball tampering scale.
The external forces as discussed by the model includes higher input cost, political
interest, social and ethical values, globalization, technological change, scarcity of the natural
resource, globalization and the changing composition and nature of workforce (Burnes and
Bargal 2017). However, the external force for Australian Cricket Board, has been lack of
ethical and the social value that led to the scandal.
The restraining forces as mentioned by the model has been mentioned as the parochial
self-interest, habit, misunderstanding of need and the purpose for the change, lower tolerance for
the change, different levels of assessment for the situation, fear of the unknown and the
economic implications(Endrejat, Baumgarten and Kauffeld 2017). The restraining forces for
Australian Cricket Board is mostly the fear of the unknown. This is because, the proposed

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changes of in depth review and culture is no guarantee to reduction of the scandals. Introducing
new and experienced board members into cricket Australia does not provide a guarantee to put a
full stop to such crimes.
Application of Power Grid Theory:
The power grid theory also known as the managerial grid model is basically a leadership
model that is developed by Jane Mouton and Robert R. Blake(Van Wart 2014). The model is
characterized as grid with the x-axis representing concern for the production while the y-axis
denotes concern for the people. Each of the axis ranges from the lower to the higher.
Figure 2: Diagrammatic Representation of the Power Grid Theory
Source: (Rao 2017)

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The impoverished management now known as indifferent style that eludes and evades. In
this particular style, manager possess lower concern for both the people as well as the
production. Managers make use of this style for preserving the job and its seniority. In this style,
managers protect themselves by avoiding trouble (Strong et al. 2013). The key concern for the
manager lies in not being held accountable for mistakes that results in decisions of lesser
innovation, disharmony and dissatisfaction.
The produce-and-perish management now known as the dictatorial style that is
authoritarian or authority compliance. Managers who are using this particular style pressurizes
employees through the rules and punishments for achieving the goals of the company (Jost
2013). This style is similar to Douglas McGregor’s Theory X and is basically applied to the
companies on edge of the perceived or the real failure. This particular style is mostly used in case
of the crisis management. Although the approach is able to derive impressive results of
production initially but the lower team motivation and morale affects the performance of people.
Such type of leaders will struggle towards retaining higher performers.
The middle -of-the-road now known as status quo portrays compromise and balance. Thus,
the managers using this particular style is able to create a balance between the needs of the
workers and the company goals (Howell and Wanasika 2018). This strategy however does not
seem to be efficient since the managers through continuous compromise fails in inspiring higher
performance and thus completely meeting the needs of people. This results in the team delivering
a mediocre performance.
The team management now known as the sound style results in commitment and
contribution (Dutch 2016). In this particular style, higher concern is generally paid towards the

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people and production. Managers choosing this leadership style encourages teamwork and
commitment amongst the employees. The method ensures that employees consider themselves to
be part of the company. Here the managers are able to prioritize the production as well as the
people’s need.
The country club management now known as accommodating style also gives rise to
compliance (Darshani 2016). The style has higher concern for the people and lower concern for
the production. Managers using this particular style pays attention to comfort and security of
employees with the hope that they will lead to an increase in performance. The atmosphere
seems very friendly but not that productive.
In case of Australian Cricket Board, it is necessary to focus on the leadership skills related
to mentoring, communication and decision making. Taking into considering the ball tempering
scandal, team management seemed to be the most effective style of leadership. It helped in
reflecting a leader who seemed passionate about work and gave in his best for people working
with him. According to this style, the managers seemed to remain committed towards the
mission and goal of the organization. These managers also helped in motivating people in
reporting to them and working harder towards delivery of greater results. The managers however
seemed to be inspiring figures taking care of the teams. It is to be noted that people who seem to
be committed and have stake in the success of the organization have an alignment of the
organizational need with their need. This helps in creating an ambience based on respect and
trust thereby leading to higher degrees of motivation, satisfaction and results.

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Kotler’s Eight Step Model
The eight step model of Kotter’s included sense of urgency, formation of a powerful and guiding
coalition, development of vision and strategy, communication of the vision, removing obstacles,
empowerment of the employees for action, ensure short-term win, consolidation of the
achievements and strengthening change through bringing about changes in culture (Calegari,
Sibley and Turner 2015).
1. Creation of urgency helps in highlighting and identifying repercussions and threat
that might arise in the future (Mishra 2013). It also involves examination of the opportunities that
might be tapped through the effective interventions.
In case of Australian Cricket Board, the ball tempering scandal created a sense of urgency as it
has been a threat to the reputation of organization.
2. Formation of Powerful and Guiding Coalitions involves identification of the actual
change leaders in organization along with the stakeholders thus requesting their commitment and
involvement towards entire process.
The Australian cricket board led to the formation of the powerful and the guiding
coalition through formation of a strengthening the board of directors by recruiting new people
who ensured undertaking a deeper insight into the cultural review of the organization.
3. The development of strategy and vision is achieved through the determination of the
core values and defining the final strategy and vision for realization of the change in the
organization (Hackman 2017).

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The change leaders of the Australian Cricket Board possessed the power of effectively
describing the vision that becomes easily understandable to the players.
4. Communication of Vision implies connecting vision with crucial aspects like training
and the performance review.
Australian Cricket Board tried to communicate vision by handling the issues and
concerns of people honestly but with much involvement.
5. Removal of obstacles would ensure that the process and structure of the organization
remains in its place and aligned with the vision of the overall organization (Pollack and Pollack
2015).
The Australian Cricket Board kept a check on the players who might create a resistance
to the change. The board undertook proactive actions for removing obstacles.
6. Creation of short term win would imply strategies that provided a victorious feeling
in early stages of the change.
The Australian Cricket Board tried to dig into the causes of the scandal and created
strategies in the form of deeper cultural insight and recruitment of new board members for
preventing its further occurrence and generating short term wins.
7. Consolidation of Gains would imply constant improvement through analysis of the
individual success stories and deriving improvement from the individual experiences
As far as the above step is concerned, the introduction of the new directors reflected the
continuous commitment of Australian Cricket Board towards better governance along with
building a board based on the skills and aligned to needs of the Australian Cricket.