Towards an Organisational Revolution in Africa – calibrated culture, engaged leadership and structured health – musings of an organizational psychologist
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Date
2016-01-28
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University of Ghana
Abstract
Organisations are purposive entities. They go where they are directed, steered and structured to go. They do not get there on their own. The state of an organisation/s is at any point in time (how they perform, whether they (are) meet(ing) the objects of those who birthed them or not, whether they are functional or dysfunctional) is a direct or indirect consequence of human behavioural action or inaction.
I contend that for us in Africa, the rather predominant proclivity towards attributing organizational success or failure to forces external to the organisation and a near schizophrenic refusal (or inability) tolook inward at specific, identifiable behaviours of specific identifiable persons or groups of persons is a demonstration of emotional unintelligence at the corporate level and head-in-the-sand ostrich mindset at the national and continental levels. It is time for revolutionary introspection.
In this lecture, I offer some thoughts using three key within-organisation variables: leadership, culture and structured health as tools of revolution. I draw on my research and collaborative endeavours with other scholars to show why and how using these organizational behavior imperatives, organisations in Africa may be invented, reinvented and enabled to survive and achieve their objects into the far future.
Description
Inaugural Lecture
Keywords
Organisational Revolution, calibrated culture, engaged leadership, structured health, organizational psychologist