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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

Anxiety about losing a loved one to death culminates in runner-up prize at Sasol New Signatures Art Competition
2014-09-15

 

Adelheid Camilla von Maltitz
Photo: Supplied

Adelheid Camilla von Maltitz – a lecturer at our Department of Fine Arts – has been awarded the runner-up prize at the Sasol New Signatures Art Competition. Her sculptural piece, ‘Bodies’, explores the process of mourning and loss and the grey areas between life and death.

The Sasol New Signatures Art Competition is recognised as the country’s longest running art competition. The competition has kick-started the careers of some of South Africa's most prominent artists. Last year, the competition was won by another Kovsie, Dot Vermeulen.

“Personally, I experienced an intense and consistent sense of anxiety towards death, specifically an anxiety towards losing a loved one due to a road accident. This led me to wonder how an individual copes with substantial loss. During my practical research it became obvious that there are many contrasts existing in the mourning process, contrasts related to anxiety and peace,” said Von Maltitz.

The piece encourages contemplation on three levels.

At the first level, two boxes lie on the floor covered in heaped earth and ash which suggests a buried body: closed, powerless and dark. Here, Von Maltitz invites the viewer to use this space to contemplate the process of mourning and loss.

The second level offers fragmented apparitions displayed in the light boxes, commenting on the ‘grey area’ between life and death.

At the third and final level, the viewer stands between the light boxes: open, alive and powerful.

Von Maltitz is currently reading for her PhD in Fine Arts at Kovsies. Commenting on her research, Von Maltitz said that she is “also interested in comparing the use of repetitive actions – such as revisiting a grave, which seem present in the mourning process – to the use of repetition in sculptural installation.” She is also interested in the relationship between these repetitions and anxiety and relieving anxiety, either permanently or temporarily.


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