126 Ethics in Higher Education: Values-driven Leaders for the Future
work. Change is generally resisted, always questioned and sometimes
seriously challenged. While similar sentiments may be found in business
and other organizations, universities and colleges appear unable to
engage and accelerate change, given that there are few incentives for
them to do so.
Et hical behavior in the management of change is key to the success
of any change initiative. This takes five key forms:
1) Trust in the Message and the Information on which it is Based:
Stakeholders need to know that the information on which the
change work is based is “the best it can be” and that there is
integrity about the data, the analysis of these data and the
options for change being presented. When there is a sense of
bias, mistrust in the evidence base for change, then there will
be mistrust in the process of change.
2) Genuine Engagement Rather than Tokenism: stakeholders feel
that their voices are heard and that their suggestions are
carefully considered and, where appropriate, included in the
plan for change. They know that their voice carries weight.
3) Development of a Values Driven Change Process – the change
journey is planned and designed so as to leverage and support
the values of the organization. These values are articulated and
the plan for change is tested against them.
4) A Sense of Shared Outcome – The Change will Benefit More
than a Few: The change plan has consequences but these
consequences seek to improve outcomes and performance for
all not just a few. While some may be more impacted by
change than others, the intended outcomes are aligned with the
mission and values of the organization.
5) Clarity About the Journey – No Surprises: Once the change
plan is made and communication lines established,
organizational members do not receive constant surprises or