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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

Fracking in the Karoo has advantages and disadvantages
2012-05-25

 

Dr Danie Vermeulen
Photo: Leatitia Pienaar
25 May 2012

Fracking for shale gas in the Karoo was laid bare during a public lecture by Dr Danie Vermeulen, Director of the Institute for Groundwater Studies (IGS). He shared facts, figures and research with his audience. No “yes” or “no” vote was cast. The audience was left to decide for itself.

The exploitation of shale gas in the pristine Karoo has probably been one of the most debated issues in South Africa since 2011.
 
Dr Vermeulen’s lecture, “The shale gas story in the Karoo: both sides of the coin”, was the first in a series presented by the Faculty of Natural and Agricultural Science under the theme “Sustainability”. Dr Vermeulen is a trained geo-hydrologist and geologist. He has been involved in fracking in South Africa since the debate started. He went on a study tour to the USA in 2011 to learn more about fracking and he visited the USA to further his investigation in May 2012.
 
Some of the information he shared, includes:

- It is estimated that South Africa has the fifth-largest shale-gas reserves in the world, following on China, the USA, Argentina and Mexico.
- Flow-back water is stored in sealed tanks and not in flow-back dams.
- Fracturing will not contaminate the water in an area, as the drilling of the wells will go far deeper than the groundwater aquifers. Every well has four steel casings – one within the other – with the gaps between them sealed with cement.
- More than a million hydraulic fracturing simulations took place in the USA without compromising fresh groundwater. The surface activities can cause problems because that is where man-made and managerial operations could cause pollution.
- Water use for shale-gas exploration is lower than for other kinds of energy, but the fact that the Karoo is an arid region makes the use of groundwater a sensitive issue. Dr Vermeulen highlighted this aspect as his major concern regarding shale-gas exploration.
- The cost to develop is a quarter of the cost for an oil well in the Gulf of Mexico.
- Dolerite intrusions in the Karoo are an unresearched concern. Dolerite is unique to the South African situation. Dolerite intrusion temperatures exceed 900 °C.

He also addressed the shale-gas footprint, well decommissioning and site reclamation, radio activity in the shale and the low possibility of seismic events.
 
Dr Vermeulen said South Africa is a net importer of energy. About 90% of its power supply is coal-based. For continued economic growth, South Africa needs a stable energy supply. It is also forecast that energy demand in South Africa is growing faster than the average global demand.
 
Unknowns to be addressed in research and exploration are the gas reserves and gas needs of South Africa. Do we have enough water? What will be the visual and social impact? Who must do the exploration?
 
“Only exploration will give us these answers,” Dr Vermeulen said.

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