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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

2011 Leadership group meets for the first time
2011-08-01

 

Photo: Hannes Pieterse

The long application process, panel interviews and nail-biting wait finally came to an end the past week, when the cream of our first-year class of 2011 gathered in the Scaena Theatre on our Bloemfontein Campus, for their first group meeting as the selected Leadership for Change cohort.

These 150 students, from all our faculties, will over the following year be groomed to be leaders, not only at the university, but also in their respective fields and chosen careers.
The first group of students will depart for their respective universities in America and Europe on 22 September 2011, where they will spend two weeks. The second group of students will depart for universities in Japan in January 2012.

Although they have all passed a gruelling selection process, the real hard work is only starting now for these bright young students.

The programme will take place in four phases. During the preparation phase, which has now kicked off, students are prepared for the experience ahead, while being made aware of exactly what to expect from the programme.

In the study-abroad phase, students will be placed at 15 partner institutions in various countries, and will be divided into groups of six to twelve people. According to Prof. Aldo Stroebel, Director of International Academic Programmes, the groups will be diverse, in that there will be a mix of races, genders and study fields, which should guarantee dynamic interaction.

During the group’s first meeting this week, they were informed of the important goals of the Leadership for Change Programme, by Mr Rudi Buys, Dean of Student Affairs.

He imparted the gravity of their selection on the students by saying, “You may not get it yet, but I understand the reason we are all here. I understand that by looking at what you achieve after this programme, we can tell what the country could possibly achieve in the future. It is immensely moving to see the way you all carry yourselves, since I can see something special and unique in each of you.”
“You are all here, not because of which school you went to, or your race, or who your parents are, but because you all show potential to be something great.”

Prof. Stroebel reminded the group that despite the excitement that they all have about visiting universities in America, Europe and Asia, these visits should be seen as study trips.

“You may have three days to acquaint yourselves with the surroundings, but after that there will be very little sightseeing and a lot of hard work.”

They will participate in programmes designed by their respective host institutions, aimed at exposing them to different cultures, lifestyles and beliefs.

They will be accompanied by our staff, who Prof. Stroebel says will grow with the students, as they will be expected to guide the students through their tasks and assignments and interact with them on a daily basis.

Upon their return, there will be a debriefing phase, during which they will be expected to provide feedback on their experiences, as well as submit assignments which they will be assigned at their respective institutions.

The final phase is known as the impact phase, as this will see the students apply what they have learned in a positive manner and help drive the university to the future and to becoming a world-leading tertiary institution.

 

Media Release
1 August 2011
Issued by: Lacea Loader
Director: Strategic Communication
Tel: 051 401 2584
Cell: 083 645 2454
E-mail: news@ufs.ac.za


 

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