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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

Asive humbled by new responsibility
2017-09-27

Description: TEDxUFS   Tags: TEDxUFS

Asive Dlanjwa, President of the Student Representative
Council (SRC) on the Bloemfontein Campus, and Pura
Mgolombane, Dean of Student Affairs, during the
announcement of the 2017/2018 SRC.
Photo: Johan Roux

Nothing humbles him more than the fact that thousands of students had chosen to put their weight, hopes, and dreams behind him. The emotions Asive Dlanjwa felt when he was announced as the new President of the Student Representative Council (SRC) on the Bloemfontein Campus reveals something about his character.

He clearly understands the weight of the responsibility on his shoulders. Asive, who loves the church and cycling, says he felt a variety of emotions when he was announced as president on 31 August 2017 at the Thakaneng Bridge.

“It was an exciting feeling, but more than anything, it was such a humbling feeling; humbled not only by the excitement of the students when I was announced, but also by the fact that thousands of students had chosen to put their weight, hopes, and dreams behind me!”

Two main objectives

Asive and his SRC have two main objectives – to improve access to the university and advance the integration of our off-campus students into the greater campus community. The Bachelor of Commerce student from Umtata says there are several issues and initiatives his SRC will be tackling – all of them flowing from these objectives.

Including off-campus students

Asive says the SRC will seek to improve access to the university and its various offerings, and to also provide the necessary support to ensure their success. “Also within this objective would be to decisively deal with all forms of exclusion, from academic to financial to social and cultural exclusions perpetuated by systems and policies.”

With regards to off-campus students, he says university life previously revolved around residence life. He means the remains of that are still evident, to the detriment of the greater student community who are off-campus students.

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