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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

UFS lecturer overcomes barriers to become world-class researcher
2016-09-05

Description: Dr Magteld Smith researcher and deaf awareness activist Tags: Dr Magteld Smith researcher and deaf awareness activist

Dr Magteld Smith researcher and deaf awareness
activist, from the Department of Otorhinolaryngology
at the UFS.
Photo: Nonsindiso Qwabe

Renowned author and disability activist Helen Keller once said the problems that come with being deaf are deeper and more far-reaching than any other physical disability, as it means the loss of the human body’s most vital organ, sound.

Dr Magteld Smith, researcher at the Department of Otorhinolaryngology (Ear, Nose and Throat) at the University of the Free State, said hearing loss of any degree can have psychological and sociological implications which may impair the day-to-day functioning of an individual, as well as preventing the person from reaching full potential. That is why Smith is making it her mission to bring about change in the stigmatisation surrounding deafness.

Beating the odds
Smith was born with bilateral (both ears) severe hearing loss, which escalated to profound deafness. But she has never allowed it to hinder her quality of life. She matriculated from a school for the deaf in 1985. In 2008 she received a cochlear implant   a device that replaces the functioning of the damaged inner ear by providing a sense of sound to the deaf person   which she believes transformed her life. Today, she is the first deaf South African to possess two masters degrees and a PhD.

She is able to communicate using spoken language in combination with her cochlear implant, lip-reading and facial expressions. She is also the first and only deaf person in the world to have beaten the odds to become an expert researcher in various fields of deafness and hearing loss, working in an Otorhinolaryngology department.

Advocating for a greater quality of life
An advocate for persons with deafness, Smith conducted research together with other experts around the world which illustrated that cochlear implantation and deaf education were cost-effective in Sub-Saharan Africa. The cost-effectiveness of paediatric cochlear implantation has been well-established in developed countries; but is unknown in low resource settings.

However, with severe-to-profound hearing loss five times higher in low and middle-income countries, the research emphasises the need for the development of cost-effective management strategies in these settings.

This research is one of a kind in that it states the quality of life and academic achievements people born with deafness have when they use spoken language and sign language as a mode of communication is far greater than those who only use sign language without any lip-reading.

Deafness is not the end

What drives Smith is the knowledge that deaf culture is broad and wide. People with disabilities have their own talents and skills. All they need is the support to steer them in the right direction. She believes that with the technological advancements that have been made in the world, deaf people also have what it takes to be self-sufficient world-changers and make a lasting contribution to humanity.

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