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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

Prof Johan Spies learns about much more than genetics in Argentina
2014-04-23


People who attended the course enjoyed Argentina and its traditions very much.

Prof Johan Spies from the Department of Genetics visited Argentina, where he and Dr Carlos Acuna (Universidad Nacional del Nordeste, Corrientes, Argentina) presented a course for doctoral students and staff of Cerzos-Conicet Bahia Blanca (something like the equivalent of South Africa’s NRF) and Universidad Nacional del Sur, Bahia Blanca. Prof Spies presented chromosomal evolution and its effect on fertility, while Dr Acuna took care of apomixis.

Bahia Blanca is a city with a population of almost the same as that of Bloemfontein. The city lies at the mouth of the Naposta River, which almost forms a delta where it flows into the sea. Bahia Blanca (white bay) derives its name from the salt deposits that lends a white colour to the beaches.

The people are very friendly and one soon learns to extend a long arm in greeting. Otherwise you are stuck with an ‘Ola’ while men and women alike will grab even a complete stranger to plant a kiss on your cheek. For people who places great value on personal space, this friendly gesture is not always as welcome!

Barbeque is a choice dish and is usually in the form of beef rib. “It was great (especially if you shut your eyes and ignore the scrumptious fat and future heart attacks)! With the rib they usually had blood sausage and very tasty pork sausage on the grid. Everywhere people are sipping, through a silver straw, their ‘mate’ (pronounce maty), a type of tea made from the leaves and stems of Yerba paraguariensis. It is generally drunk from a special calabash ‘cup’ through a silver straw, which also serves as sift to keep the leaves from your mouth. The calabash is usually passed from one person to another, with each person taking a sip from the brew!  It is even passed around in class!  Another thing in conflict with the upbringing I received from my mother (as is the cup at communion)!,” says Prof Spies.

“My short visit also taught me that the Argentinians are a proud nation that often faced adversity in the past. Nevertheless, they do not try to change their past. Street names even refer to dates from their past when, for example, they were attacked by England (in 1807). Only the almost 30 000 people who disappeared under the military regime, are rarely talked about!,” says Prof Spies.

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