Analysis of Change

Management Process
Aster Group
Organizational Change Manag
ement
Group Members are..
Kashif Shehzad
Haroon Izhar
Saad Nasir
Mudassar
Danyal ALi Rana
(IBM Department UET Lahore)

Aster Group
History

Group of companies providing homes and housing-
related services in England.

In 2006 Aster Group was given the Beacon Company
award.

Aster group was Ranked110th in the league table of
housing associations. (5000 units)

To be in the top 50 it would have to grow to 10,000 units.


How to be in top 50?

In 2003, the Sarsen Board recognized that a
Group structure needed to be adopted.

Silbury Group Ltd,
Sarsen Housing Association
Ridgeway Community Housing Association.

New members were recruited that become a
blend of the old and the new.

A management development programme was
launched for the top 30 managers.
Drivers for change

Shift away from a local authority culture to one of an
autonomous (Not-for-profit business).

Death of the Chief Executive

Significantly increasing competition in the sector.

A continues increase in demand of houses and
prices.

Migration of older people to the South and South
West of the country.

Restriction in the number of associations.

Changes in the Aster Group
Individual change

Leadership Change

Group Change

Organizational development

Different workshops were conducted.

Individual Change
You as an Individual Member
Your Risks and Worries
You as an Team Manager
Your Tasks and Responsibilities

Psychological Approaches
4 Psychological Approaches
Behavioural, Cognitive, Psychodynamic and
Humanistic)


Teams in Aster
Types
Management Team
BOD's Team
Customer Involvement Team
Community Development team

Team Leader
Who is a Team Leader
Coordinate, Organize, Grouping & Achieve Goals
Tasks of a Team Leader in ASTER
Communicating Vision & Encourage Discussion over Issues
Risk Tacking & Risk Managing
Increse capacity & capability of organization
Management Devolpment Programme
Shaping New Culture



Team Building Process
What is a Team Building Process

Tuckmans Team Development Proces

Team Building in Aster Group

Verdict!

Tuckman's Team Development
Model
Forming
Storming
Norming
Performing
Adjourning

Teamwork Throughout Change
Post Discussions & FeedBacks
No Pre Clarifications
To develop skills to better manage change;
For managers to understand their management style and
the impact it has on others; and
To address the important issues arising from a dynamic
and changing organization.
ORGANIZATIONAL CHANGE
QUESTION

Richard Kittson managed a clear cultural
change from we dont normally do this to
lets try this. Use Beck hard & Harris
formula to analyze why and how this change
worked.
LEVEL OF
DISSATISFACTION
To remove the previous autocratic style and
introduce new style in which team would be
fearless in expressing their feelings and
leave the factor of always relying on top
management culture.

DESIRABILITY TO
CHANGE:

Richard engaged himself in open
conversation with staff and managers. In
beginning the staff felt uneasy but later on
the confidence was built on Richard that he
is the man how we can trust and follow
because of which the team realized the
need of changing the previous outdated
mode of leadership as it was always rely on
senior management.
PRACTICALITY OF
CHANGE

The difficult issues were put on top of the
table not under the table and discussed by
top management, with a clear challenge on
the tricky issues. Rather then competing
with
each others.

COST OF CHANGE:

Others went further away from the decision-
making process felt it was more like word of
mouth it does not have anything to do with
reality and what was already going on was
right. Simply they were resistant to change.
QUESTION # 2
The Testway and Silbury corporations were
brought together to form one
organization. How would this be done if
you used the Machine Metaphor to frame
this challenge, and how would it be done
differently if you used the Political Systems
Metaphor? Which metaphor was actually
used in Aster to complete the integration of
the corporations? Justify your answer.

Which metaphor was actually used in Aster to
complete the integration of the corporations
Metaphor actually used was Machine metaphor as per it is
written in the case study that:
A key component of the grouping was the bringing together of all
the managers from both organizations. They spent time together
over addressing the following challenges.

meeting and getting to know one anothers organizations and
ways of working;
developing a shared view of Asters strategic opportunities;
identifying some of the practical synergies for individuals and
constituent businesses
agreeing key lines of on-going organizational development

QUESTION # 3


If you were advising the Aster Group on its next
steps as an organization, given its future
challenges, what advice would you give and
why? Use the ideas of Kotter, Senge and
Stacey/Shaw to help you.

KOTTER 8 STEPS FOR
EFFECTIVE CHANGE
MANAGEMENT
Create a sense of urgency
I will create a sense of urgency that this change is important and need to be done right
now.
FORMING A POWERFUL GUIDING COALATION
I will identify true leaders in organization who are ready to accept change. I will check
my team for weak areas and try to help them and communicate with them. I will ensure
the good mix of people from different department and levels within the company.
Create a vision for change
I will first collect great ideas. Link these concepts to an overall vision that people can
grasp easily and remember and clearly illustrate that change is needed to collide with
future challenge.
COMMUNICATE A VISION:
I will the vision frequently and powerfully and embed it in each and everything I do. I will
become a role model for change. I will talk often about my change vision. Apply my
vision to all aspects of operations from training to performance reviews. Tie everything
back to the vision.

KOTTER 8 STEPS FOR
EFFECTIVE CHANGE
MANAGEMENT
Empowering other to act on vision:
I will put in place the structure for change, and continuously check for barriers. I will
remove obstacles because removing obstacles can empower the people you need to
execute your vision, and it can help the change move forward.

Plan and create short trem wins:
Nothing motivates more than success. I will identify quick wins and create short term
goals that are easily achievable with very less factor of failure as well as celebrate them
with the team or give them some bonus or incentive that will motivate others to do so.

COORDINATE IMPROVEMENT AND PRODUCE MORE CHANGES:
Quick or short term wins are only of what needed to be done to achieve long term goals.
After analyzing that everything is going as planned and there is no failure I will set some
new goals to keep the pace and build the momentum.

INSTITUTIONALIZE NEW APPROCH:
I will make the change to be run for short time and after analyzing I will anchor the
change and announce that now on the work will go like the same.

PETER SENGE CHANGE
MODEL
Share vision:
As a leaders I will use tools such as Positive Visioning, 'Concept-
shifting and Values Alignment to create a shared vision and mutually
agree what the learning targets, improvement strategies and challenge-
goals should be to get there.

Mental model:
As a leaders I will use tools like the 'Ladder of Inference' and 'Reflective
Inquiry' to practice making their mental models clearer for each other
and challenging each other assumptions in order to build shared
understanding
PETER SENGE CHANGE
MODEL

Personal mastery:
As a leaders I will use tools like 'Perceptual Positions' and 'Reframing' to
enhance the quality of interaction and relationship in and outside their
teams.

Team Learning:
As a leaders I will use tools like the 'Action-Learning Cycle' and 'Dialogue' to
develop critical reflection skills and conduct more robust, skillful discussions
with their teams and each other.

Systems thinking:
As a leaders I will use 'Systems Thinking Maps' and 'Archetypes' to map and
analyze situations, events, problems and possible causes/courses of action to
find better (and often not obvious) change options/solutions.


SHAWS CHANGE
MODEL

This model tends to see change as complex and evolutionary. In this
model the environment of an organization does not have
equilibrium. Thus, the need to change is inherent in the system and
emerges when the system tries to adapt to the environment. Change
mechanism in the organization is likely to be messy.
The different models of change management aim to help
leaders in assessing the type of change needed to
ultimately achieve success.


Leadership Change in Aster
Group
Signs of Leadership

Aster Group used the connective Leadership.

Richard Kitson as new leader of the organization,
he initially started.
Contd
In any kind of organization they require leader
who have the understanding and skills to enable
diverse performers, who differ on multiple
dimensions, to live and work together productively
for their mutual benefits.


Roles carried out in Aster Story

Change Agents (ordinary people).
Formal role.
External project manager.
External consultants for Silbury organizational
change.

Golmans Six Leadership styles
Style Description in phrase
Coercive Do what I tell you
Authoritative Come with me
Affilitaive People come first
Democratic What do you think
Pacesitting Do as I do, now
Coaching Try this
Richard kitson used these leadership
styles.

Positive effect.
Front leading.
Leadership capacity.


Thank You