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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 Luyt says young researchers should not allow circumstances to determine their future
2016-02-01

Description: Prof Riaan Luyt Tags: Prof Riaan Luyt

Prof Riaan Luyt, an NRF B-rated researcher
Photo: Supplied

Young researchers, who spend their life at a disadvantaged and rural campus like the University of the Free State’s Qwaqwa Campus, should not be deterred from achieving their dreams.

This is the view of Prof Riaan Luyt, former Assistant Dean in the Faculty of Natural and Agricultural Sciences, who achieved his B-rating by the National Research Foundation (NRF) late in 2015. This was by far the highest-ever rating on the Qwaqwa Campus.

“When I moved to the Qwaqwa Campus many years ago, having had the opportunity to do a post-doctoral fellowship in Polymer Science at the Leeds University in the United Kingdom, I was determined to get the Department of Chemistry off the ground, and to embark on serious research,” said Prof Luyt, who is now the Affiliated Professor in the Department of Chemistry and Research Associate Professor at the Centre for Advanced Materials, based at Qatar University.

“It was through sheer determination that I managed to obtain enough funds to equip a decent research laboratory. There were many obstacles over the years, but I managed to attract more and more postgraduate students and published more,” he said.

At first, Prof Luyt was not successful with his NRF-rating applications.

“My first couple of attempts to get rated produced no success. I was then awarded a C3-rating, which was later followed by C2 and then C1,” he added. “Getting a B-rating is the highlight of my research career. It shows that it can be done. Young researchers should not allow their past or present circumstances, or their work environment to stand on their way,” said Prof Luyt, who has supervised 38 master’s and doctoral students as well as 11 postdoctoral fellows. He has also published 185 papers in international and accredited journals.

Although abroad, Prof Luyt will continue to supervise eight postgraduate students at the Qwaqwa Campus.

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