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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

Stochastic Modelling for Reliability from Russia
2013-12-20

 

 Prof Maxim (MS) Finkelstein’s
The Russian professor first visited our university in 1993 and loved the environment. For the last 15 years we were fortunate to have had a man of Prof Maxim (MS) Finkelstein’s (65) stature as part of our Department of Mathematical Statistics.

“I like the atmosphere, the environment and the people of the UFS,” says Prof Finkelstein. “The UFS is a real campus, not part of the city as a lot of other universities in South Africa.”

Prof Finkelstein completed his MSc in Mathematical Physics from the Leningrad State University in the USSR in 1971. Maths and Physics have been a passion of his since a young age. In 1979, Prof Finkelstein completed his PhD in Mathematical Theory of Reliability at Leningrad Elektropribor Institute. Before his career at our university, Prof Finkelstein was a Senior Researcher at St. Petersburg Elektropribor Institute and an Associate Professor at Leningrad Technological Institute.

His long list of publications includes over 170 papers and five books. His monograph Failure Rate Modelling for Reliability and Risk was published by Springer in 2008. More recently another monograph – which was co-authored with JH Cha – was published by Springer in April 2013 and is called Stochastic Modelling for Reliability: Shocks, Burn-in, and Heterogeneous Populations.

Prof Finkelstein’s research interests include mathematical theory of reliability, survival analysis, risk and safety modelling, stochastic processes and stochastics in demography. When asked about leisure and life outside of research, the devoted academic’s response was as follows…

“To have publications, you have to work all the time. I work half of Saturdays and most of Sundays,” Prof Finkelstein says. “I spend three months a year in Russia and Germany – mostly during the European summer – for my research.”
“But apart from that, I like reading – classical Russian authors mostly. I swim in the UFS’s swimming pool almost every day and I play tennis as well.”

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