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04 August 2020 | Story Dr Nitha Ramnath

Apart from its devastating impact on people’s lives and livelihoods, the COVID-19 pandemic has also affected the nature and quality of our democracies – democracy read in its widest sense here as collective and individual self-determination. Formal, institutional democracy has beencurtailed through the imposition of states of emergency or disaster and the logistical difficulties associated with social distancing. Extra-institutional democratic work, such as protest and social-movement activity, has suffered from prohibitions imposed by law and through state suppression related to ‘lockdown’. The nature (and perhaps democratic quality) of public conversation has changed – for better or worse – from increasing reliance on ‘science’ and ‘scientists’ to justify public choices. The crisis has brought to the fore already existing characteristics of our democracies, such as the prevalence and power of special-interest bargaining, the extreme inequality of our societies, and chauvinist nationalisms that force us to ask whether we have ever had democracy at all. What will be the long-term effects of these impacts of the crisis on our democracies? What will democracy look like post-COVID? What does the crisis teach us about what our democracies have always been?

Join us for a discussion of these and other democracy-related issues in these troubled times by a panel of four hailing from Colombia, India, South Africa, and the USA.

Date: Thursday, 13 August
Time: 14:00-16:00 (South African Standard Time – GMT +2)

 

Please RSVP to Mamello Serasengwe at serasengwemsm@ufs.ac.za no later than 12 August 2020 upon which you will receive a Skype for Business meeting invite and link to access the webinar

Panel

Prof Natalia Angel Cabo (University of Los Andes, Bogota, Colombia)

Dr Quaraysha Ismail-Sooliman (University of Pretoria, Pretoria, South Africa)

Dr Usha Ramanathan  Independent Law Researcher  (Delhi, India)

Prof Katie Young (Boston College, Boston, USA) 

Moderator

Prof Danie Brand (Free State Centre for Human Rights, University of the Free State, Bloemfontein, South Africa)   




News Archive

UFS first tertiary institution in SA to form association with the Arbinger Institute
2008-02-15

 

 A two-day seminar entitled: "The Choice and The Choice @ Work" was recently presented in Bloemfontein to companies in the Free State region. Here are, from the left: Mr Braam Botha (Well @ Work), Mr Jozef Myburgh (Telkom), and Dr Cobus Pienaar (from the Department of Industrial Psychology at the UFS and facilitator of the Arbinger Programme).
Photo: Lacea Loader

 

UFS first tertiary institution in SA to form association with the Arbinger Institute

The University of the Free State (UFS) has become the first tertiary institution in the country to form an association with the Arbinger Institute in the United States of America (USA).

“The Arbinger Institute is a global management training and consulting firm applying the implications of self-deception and its solutions to all aspects of organisational performance. Our association with this Institute is a major step for the development of leadership in the country,” says Mr Danie Jacobs, Head of the Centre for Business Dynamics at the UFS.

Dr Cobus Pienaar, from the Department of Industrial Psychology at the UFS, is currently the only licensed facilitator to present Arbinger’s work in South Africa. Dr Pienaar presents The Choice and The Choice @ Work programme on behalf of the Centre for Business Dynamics, under the banner of the UFS School of Business.

According to Mr Jacobs, the programme has already had successes in South Africa. “Dr Pienaar presented the first programme last year in Bloemfontein and Pretoria to leaders from various companies. The feedback on the application of the programme to the South African business environment was phenomenal,” says Mr Jacobs.

The Arbinger Institute’s change work grows out of the scholarly work of philosopher Terry Warner. With an international team of scholars, Warner has broken new ground in solving the age-old problem of self-deception, or what was originally called “resistance”.

“This phenomenon is at the heart of much organisational failure. It is the reason why many organisational problems seem so intractable at their core – they are in self-deception; they resist solution,” says Mr Jacobs.

Media release
Issued by: Lacea Loader
Assistant Director: Media Liaison
Tel: 051 401 2584
Cell: 083 645 2454
E-mail: loaderl.stg@ufs.ac.za  
15 February 2008

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