Effectively instigating behavioural change or integrating new skills necessitates a comprehensive examination of three pivotal organisational dimensions: skills, systems, and culture. While an individual can acquire new skills, the successful application of these skills is contingent upon the organisational context. The presence or absence of supportive systems within the organisation significantly influences the seamless operationalization of acquired skills. Additionally, the organisational culture plays a crucial role, influencing the ability of individuals to apply these skills. The inherent values and practices within the organisational culture can either foster or impede the change process, posing a critical consideration in the journey of skill application and behavioural transformation.

Each of us grapple with how to manage change in an organisation, introduce new information or galvanize support for a new idea. In these situations, consider the following:

Authority: What areas/projects in your work do you have the authority to decide upon and act on those decisions? When do you make decisions on your own, when do you include others in the decision?

Influence: What areas of organisational decision making are you able to influence when you do not have authority to make the final decision? How do you influence them?

Concern: Where are you limited or have no authority, where you can’t influence?

Assuming the executives’ information wasn’t urgently needed, how would you evaluate Jack’s handling of the situation, and what impact did it have on Tshego and her colleagues?

Jack, exhibiting a common “boss” approach, demonstrated poor social skills, and potentially harmed long-term goodwill. He assumed the ongoing discussion was unimportant, barging in without consideration. Tshego and her colleagues might have been more receptive if Jack had:

1. Waited for a suitable break in their conversation and acknowledgment of his presence.
2. Greeted them with pleasant words.
3. Inquired about their discussion, showing interest in the sales figures.
4. Clearly explained his needs and sought Tshego’s input on when and how she could provide the required information to the executives.
5. Engaged in pleasant conversation as they walked to his office to work on the request.
6. While the situation could have been a crisis, a perpetual crisis mode suggests management problems. Jack’s behaviour in this instance likely reflects low Emotional Intelligence, emphasizing the importance of better interpersonal skills and situational awareness.