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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

A model of resilience – Dr Anja Botha probes into the ability to recover from trauma
2014-12-02

She may have been awarded her doctorate degree only in July 2014, but Psychology lecturer at the University of the Free State (UFS), Dr Anja Botha, is already making a name for herself with her latest research.

Her study aims to develop a model of resilience for South African adolescents exposed to trauma. “The broad field, within which I work, is that of Developmental Psychology, with a specific focus on child and adolescent development and therapy,” says Dr Botha. 

Resilience studies are situated within Developmental Psychology since normal developmental tasks – such as achieving self-confidence and building supportive relationships – contribute greatly to children’s resilience. Resilience broadly refers to the individual’s ability to ‘bounce back’ after being exposed to adversity.

“The model of resilience which I compiled was a good fit for my participant group, indicating that the model explains the development of resilience in these adolescents well. The factors that I found to promote resilience in the South African context include various coping skills, intra- and interpersonal strengths, family involvement, and school engagement.

“Thus, aside from my passion for resilience studies, I am also very much interested in coping, strength-based interventions, parental guidance and school-based programmes.”

Dr Botha was awarded a Donald J Cohen fellowship in August 2014 during the 21st World Congress of the International Association for Child and Adolescent Psychiatrists and Allied Professions. The fellowship is in recognition of her work as an emerging international scholar in the field of child and adolescent mental health. This award was based on both her research as well as her involvement in the training of postgraduate students in child psychology.

She is currently supervising a number of master’s students’ research on various constructs related to resilience.

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