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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

Science is diversifying the uses of traditional medicines
2017-07-17

Description: Dr Motlalepula Matsabisa  Tags: traditional medicines, Indigenous Knowledge Systems, Dr Motlalepula Matsabisa, Malaria, priority disease  

Dr Motlalepula Matsabisa.
Photo: Anja Aucamp

According to the World Health Organisation, a large majority of the African population are making use of traditional medicines for health, socio-cultural, and economic purposes. In Africa, up to 80% of the population uses traditional medicines for primary healthcare.

The Indigenous Knowledge Systems (IKS) was identified as a lead programme under the directorship of Dr Motlalepula Matsabisa. Research undertaken by the IKS Lead Programme focuses on some key priority diseases of the country and region – including malaria, HIV, cancer, and diabetes.
 
Not just a plant or tree

Malaria is a priority disease and is prevalent in rural and poor areas, resulting in many traditional health practitioners claiming to treat and cure the disease. There may well be substance to these claims, since as much as 30% of the most effective current prescription medicines are derived from plants.  For instance, chloroquine, artemisinin for malaria, Metformin for diabetes, Vincristine and Vinblastine for cancer, are plant-derived drugs.  

Dr Matsabisa’s current research is investigating a South African medicinal plant that has been shown to have in vitro antiplasmodial activity, with subsequent isolation and characterisation of novel non-symmetrical sesquiterpene lactone compounds offering antimalarial activity. These novel compounds are now patented in South Africa and worldwide. This research is part of the UFS and South Africa’s strive to contribute to the regional and continental malaria problem. The UFS are thus far the only university that has been granted a permit by the Medicines Control Council to undertake research on cannabis and its potential health benefits.

“All of these projects are aimed
at adding value through the scientific
research of medicinal plants, which
can be used for treating illnesses,
diseases, and ailments.”

Recognition well deservedThrough Dr Matsabisa’s research input and contributions to the development of the pharmacology of traditional medicines, he recently became the first recipient of the International Prof Tuhinadrin Sen Award from the International Society of Ethnopharmacology (ISE) and the Society of Ethnopharmacology in India. ISE recognises outstanding contributions by researchers, scientists, and technologists in the area of medicinal plant research and ethnopharmacology internationally.

More recently, Dr Matsabisa undertook research projects funded by the National Research Foundation, as well as the Department of Science and Technology, on cancer, gangrene, and diabetes. He is also involved in a community project to develop indigenous teas with the community. He says, “All of these projects are aimed at adding value through the scientific research of medicinal plants, which can be used for treating illnesses, diseases, and ailments”.

Dr Matsabisa has worked with many local and international scientists on a number of research endeavours. He is grateful to his colleagues from the Department of Pharmacology in the Faculty of Health Sciences, who are dedicated to science research and the research of traditional medicines. The IKS unit also received immense support from the Directorate of Research Development.

 

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