Ethics Engaged | Summer 2019
The Importance of Ethics in Change Management
Leading change takes tact and integrity. Here is how to ingrain the right ethics in your approach to change management.
Elizabeth Pittelkow Kittner
CFO and Managing Director, Leelyn Smith LLC
Exploring Ethics in Business & Finance Today
Today’s pace of business is rapid, and change is more of the norm than not. Organizational
change, from business structure (merger, acquisition, dissolution, spin-off, etc.) to strategy
initiatives, system or process improvements, and personnel changes, is almost guaranteed
to impact you and the people you lead sooner or later. Do you see ethics threaded through
your change management processes? You should, because it is one of the key elements
to successful adoption and execution of change.
YOUR ORGANIZATION'S APPROACH AND OUR INDIVIDUAL RESPONSES TO CHANGE
When you consider how necessary it is for businesses to implement changes to stay
competitive, increase efficiency, and develop people, it is clear that business leaders must
be the ones to inspire and champion positive change. Organizations can approach change
in a couple of ways.
First, top leaders can decide upon change and push it down to the rest of the organization.
In some instances, like a merger or acquisition, this approach makes the most sense due
to the confidential nature of these deals.
Second, top leaders can involve other leaders and staff in the business to help decide what
change to make. A system or process improvement change is a good example where
weigh-in from the other leaders and staff will help with buy-in of the overall decision.
While most good leaders know that significant technical components are involved when
change happens, they also need to consider the non-technical components like ethics,
relationship management, and communication.
As humans, we generally like routines because they feel safe. We know how to do our jobs
a certain way and adapt our style to the circumstances. If we remain in the same state for
several months or even years, it becomes difficult to see change as good for us as
individuals. Change can often create fear of the unknown about how our responsibilities
will be different. We show different responses to change: embrace it and move forward
enthusiastically, accept it and get by, or actively resist it. As a leader, you must be able to
recognize and respond to these behaviors in yourself and in your staff.
MANAGING THE RISKS OF CHANGE
Change brings uncertainty, and employees may feel pressured to agree with the change
or risk being terminated. Some management behaviors that lead to this environment include
bullying people into change instead of motivating them or not being truthful about the reason for change. If this type of environment exists, change can
bring negative behaviors, such as job dissatisfaction, lack of
innovation, groupthink, forced conformity, lack of productivity,
conflict, and turnover.
If you want to lead change with integrity, you must ingrain ethics in
your approach to change management. How do you accomplish
this objective? Consider the tips below:
1. Communicate honestly and transparently the reason
for the change
a. An acquisition will help the company be
more competitive
b. A system change will improve accuracy and
speed of data
2. Treat employees as an essential part of the change process
a. Employees are not a means to an end. Some may
view them as hammers to get the job done; ensure
the company and its leaders care about the
hammers as people
b. Employees can develop new professional skills when
playing a role in managing change
3. Offer change management and ethics training before and
during a change
a. Change management training shows employees that
the organization is invested in their adaptation to
business changes
b. Ethics training specifically further instills why doing
something right the first time is important to
implementing change
4. Distribute information about the changes and give people
a chance to comment
a. An organization’s intranet is a good place to post
communication about change and an FAQ document
for employees to reference for communicating with
outside stakeholders
b. Provide opportunities for both open discussion and
private feedback
5. Manage the change and assign clear expectations
and responsibilities
a. Encourage teamwork and celebrate accomplishments
of meeting milestones
b. Incentivize employees throughout the change to give
them a stake in the success of the change process
CHANGE: THE DIFFICULT, THE POSITIVE, THE SMALL BUT MIGHTY
Many people associate change with a negative emotion when they
hear it is looming. An abrupt personnel change, for instance, may
be tough for you to communicate, especially if you did not initiate
the change or agree with it. In this situation, you may not be the
best person to communicate the change to others. People can read
our micro expressions and evaluate if they are congruent or
incongruent with our speech. If you need to communicate a
personnel change, or another difficult situation, stick to the facts
and ensure people are feeling supported. If they are not at risk of
losing their jobs in the near-term, tell them. Lying to staff will only
lose you and the organization credibility — more importantly, telling
the truth, even when it is difficult, is the right thing to do.
Hopefully, more often the organizational change you experience
will be positive and improve the organization and the lives of the
people it impacts. For example, perhaps a vendor is
underperforming and a switch to a new one will be easier once the
transition is completed. While the change itself may be tedious, the
result of the change will be good for the individuals involved with
the relationship management and administration relating to the
vendor. When the impacts of this change are appropriately
communicated, it is easier for employees to endure short-term
hardship for long-term improvement.
The point with these examples is that it is important for leaders to
remember that change comes in many forms. While large changes
take more management and leadership, small changes can still
have significant impacts on a business and its people. Something
as simple as moving a recurring meeting from 9 a.m. to 8 a.m. may
impact a colleague’s commute, family schedule, interaction with
other team members, and morale.
As with organizational change, even small changes in your
leadership approach can have mighty outcomes. Awareness of
effective change management techniques in all types of change
can help you build better habits and make larger change
management projects easier. As a leader, you must take part in the
transition activities to show you are invested in the work to make
change happen. Always be honest about the work it will take to
implement change. Your accountability and honesty will motivate
others to work toward the change you want and the change your
organization needs.
Elizabeth Pittelkow Kittner, CPA, CGMA, CITP, DTM, is the head of finance at the International Legal
Technology Association. She has been an ICPAS member since 2005.