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26 July 2023 | Story Kekeletso Takang | Photo Charl Devenish
Prof Phillipe Burger, Prof Peter Rosseel and Prof Liezel Massyn
Prof Philippe Burger, Dean of the Faculty of Economic and Management Sciences, together with Prof Peter Rosseel and Prof Liezel Massyn, Head of the Business School, at the recent guest lecture hosted by the UFS Business School.

The business world today is confronted with continuous disruptions and uncertainty. Organisations are challenged to think about digitalisation, innovation, and transformation to remain competitive. Leaders must be able to take everyone with them on a journey of continuous change.

This is according to Prof Peter Rosseel, Director of MCR Consulting (a spin-off of the University of Leuven in Belgium) and Affiliated Professor at the University of the Free State (UFS), who gave the lecture in the UFS Business School. The title of the lecture was The Golden Triangle of Vision-Leadership-Culture: why changing behaviour is so difficult and what you can do about it? and it was aimed at challenging leaders to deal with disruptions and uncertainty, the lecture equipped attendees with the skills to do so. 

Prof Rosseel challenged attendees to stretch their thinking. “Change management is not a human resource function, it is a leadership concern. Leaders who want to see a change in behaviour should create conceptual conflict.”

Conceptual conflict

Laughter was coupled with moments of silence as Prof Rosseel, a visiting professor at the University of Leuven in Belgium, took attendees on a roller-coaster ride. He alluded to five examples of conceptual conflict, statements that shook the room. 

  • Team building doesn’t work, it is a waste of money.
  • Stop giving presentations, people only remember 4% of what was presented.
  • Take the word ‘consensus’ out of your vocabulary.
  • You can measure all you want; it won’t change behaviour.
  • Training as a strategy to change an organisation is a very bad idea.

He believes that conceptual conflict is important for the development of the culture of an organisation.

In addition to creating conceptual conflict, leaders should negotiate with their teams. “There are three ways to go about this; inform, engage/empower, and observe the change in behaviour. People want to be informed on time, people want control, and people want to know why. Meet these terms and you are well on your way to observing the change in behaviour. People can agree to change even if they don’t support it, as long as they believe it is fair.”

An attendee posed a question to Prof Rosseel: “In South Africa, we have trade unions, and this leads to a consensus approach to decision-making. How do we do away with consensus in decision-making?” Prof Rosseel responded by saing: “That’s the context within which you operate. You can’t change the context. Play the politics but never compromise the strategy implementation.”

The golden triangle of ‘vision – leadership – culture’ provides a framework within which organisations can operate. Vision is the content, while leadership facilitates the change in behaviour, and culture is created through strategy implementation and cognitive dissonance.

About the speaker 

Prof Rosseel’s field of expertise covers strategy implementation, change management, cultural and digital transformation, leadership, and learning. He travels the world to help leadership teams and their organisations to change (80% of his time). 

He also teaches change management, and digital and organisational culture transformation to first- and second-year students in the Master of Biomedical Sciences, third-year Bachelor of Criminology students, and third-year Bachelor of Psychological and Educational Sciences students. In 2024, he will also teach a postgraduate course to engineers on the same subject matter. In South Africa, he teaches in the Faculty of Economic and Management Sciences (20% of his time).

Read up on more programmes offered by the UFS Business School here.

News Archive

Top PhD graduates hailed for excellent research in development and historical studies
2017-07-11

 Description: Top PhD graduates hailed for excellent research  Tags: Top PhD graduates hailed for excellent research  

Prof Melanie Walker and Prof Ian Phimister

The Centre for Research on Higher Education and Development and the International Studies Group celebrated its PhD graduates on 26 June 2017. The four graduates were joined by their PhD promoters Prof Ian Phimister and Prof Melanie Walker, the Dean of the Faculty of Economic and Management Sciences, and their families, who came from far and wide, as well as various faculty academics and staff. Their areas of study ranged between Development Studies and Africa Studies, exploring issues that make a significant impact on the Southern African region and the continent as a whole.

In the Faculty of Economic and Management Sciences, specialising in Development Studies, Dr Faith Mkwananzi, promoted by Prof Merridy Wilson-Strydom, explored the lives and educational aspirations of marginalised migrant youth, a case study in Johannesburg. She focused on the complex nature of the daily lives and experiences of marginalised migrant youth and the complexities that influence the formation and achievement of educational aspirations in contexts of vulnerability and disadvantage. The study provides compelling evidence for policy and practice that can make the lives of marginalised young migrants better.

A focus on teaching and learning in Zimbabwean universities with a focus on quality as a human development, was what Dr Patience Mukwambo, put her research efforts into. Her work makes an original contribution to national, continental, and international debates on conceptualising and operationalising the quality of teaching and learning in higher education. She successfully developed a significant alternative approach to understanding what quality in higher education teaching and learning entails, the factors that influence the realisation of quality as she theorises it, and the overall importance for human development and human well-being in universities and society.

Dr Bothwell Manyonga, who also specialised in Development Studies, examined the broader debates on the purposes and practices of teaching and learning in higher education with a case study at two South African universities, with an emphasis on principles of social justice and equity. In the thesis, he developed a model that proposes grounds for (re)thinking sociology teaching and learning to address how the capabilities approach and dominant human capital theory might complement each other in higher education and curriculum development. This takes into account both the instrumental aim of employment, which is of concern to students, as well as the intrinsic goods of critical discourse and personal development.

In the Faculty of the Humanities, with a specialisation in Africa Studies, Dr Abraham Mlombo’s doctoral research explored the relationship between Southern Rhodesia and South Africa 1923-1953, examining the ‘special relationship’ between the two countries from the former’s perspective, highlighting the complexity of the ties between them by examining (high) political relations, economic links and social and cultural ties. “It is through Abraham’s research that for the first time, black experiences of both sides of the colonial border are detailed,” said Prof Phimister.

In congratulating the graduates, Prof Melanie Walker expressed that a lot of hard work was put into training the PhD candidates and they had without a doubt produced work that was of the highest level, at international standards.

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