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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

Eusebius McKaiser talks about the magic of books
2013-03-19

 

Eusebius McKaiser
Photo: Johan Roux
19 March 2013

If you want to turn around this country in terms of the rot in education, you have to start reading. You have to read for your degree."

This was the message from writer and political analyst, Eusebius McKaiser, at a public lecture hosted by the UFS Library and Information Services to celebrate South African Library Week.

Addressing the audience that consisted mostly of students, McKaiser, author of “A Bantu in my bathroom,” said it is not too late to start reading.

"We claim we are too busy as adults, but what is the opportunity cost of not reading? I think we lose our humanity, our sense of awe in the world around us when we stop reading as adults. Instead of saying we are too busy, we will do well to ask ourselves what is the cost of no longer reading as much as we did when we were children."

Reading from some of his favourite books, McKaiser spoke about writing techniques and the magic of books. He read excerpts from JM Coetzee's book “Disgrace,” which he considers to be the most important South African novel. He also read paragraphs from books by Rian Malan, James Baldwin and K Sello Duiker – calling the latter a genius.

Reflecting on the role of fiction, McKaiser said the genre is misunderstood and not utilised sufficiently by academics. "We see fiction as something restricted to the English Department or literary departments. I think fiction can be used as a tool in many departments in the humanities. It gives more real material for exploring complicated questions in the humanities and thought experiments that resemble life."

McKaiser also discussed the role of librarians and writers, saying writers should write what they like, but should not ignore the context. "As academics, librarians, teachers, we have to write for the context in which we teach. We have to order books for the context in which we are librarians and as academics we must not write textbooks for students who live in New York. We have to write textbooks for students who come from townships.”

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