Change is happening all around us and it’s impossible to overlook. Change can be internally motivated or externally motivated. Changes can be anticipated or unexpected − and the change can be minor or a dramatic departure from what we know. But in all cases, the fundamental nature of change is a movement from the current state through a transition state to a future state.
Your line manager interrupts you as you are speaking. Again. You count slowly to ten, thinking: “Obviously, my manager doesn’t value anything I say – and doesn’t care that he/she’s made me look stupid in front of my colleagues.” “Conflict involves emotion. It begins when one person perceives that another is either not meeting a key need of theirs (e.g., the need to be heard) or is actively undermining that person’s interests or needs,” says Barney Jordaan, Vlerick Professor of Management Practice and a specialist in Negotiation, Conflict Management, and Mediation.
Across the world, the gig economy is growing. By 2025, research suggests around 35% of the US population will be working as freelancers or independents. In the EU, these kinds of workers will account for 20% of the workforce. Which means that in the near future, many people won’t be in traditional employment. The trend is powered by a growing desire for flexibility. For individuals, gig working can be a route to a more meaningful worklife, or to prioritize the things that are important to them. For organisations, having access to gig workers means they only have to hire people as and when they need their skills.
The ability to manage conflicts within a team can make all the difference between having a happy, productive team – and one that can barely function. Let’s imagine you’re the manager of a team that’s about to start work on a major new project – and let’s consider the two following scenarios:
There was a time when ‘leader’ meant ‘hero’ – that one person who ran the organisation and who had all the answers. But in today’s turbulent times, leadership is increasingly being understood as a collective responsibility. To survive uncertainty, we cannot sit around to wait for management decisions − we all have to develop a leadership mentality.
Earning a Master in Business Administration is a life-changing experience that graduates look back on with fond memories ... even after 40 years! Two of our MBA Alumnae − Isobel Doole (maiden name Carr), from Sheffield, UK, and Leena Suviranta, from Helsinki, Finland – recently visited Leuven, where they started their MBA studies exactly 40 years ago. Here’s what they discovered...