LEARNING'S NOT OPTIONAL; NEITHER IS COMPETENCE!

Learning and development folk are keen to share their knowledge of the four stages of learning - yet it is the result of that learning that workplaces want to see.

I have taken Noel Burch's 1970's model of the four stages of learning and adapted this into the stages of competence.

Most of us can identify with a new job in which we felt incompetent.  In fact, the first day we had no idea of many aspects of the subject or role or work environment.  Through exposure, we gradually learnt the ropes and we became conscious of our existing knowledge and skills.  At the same time, we became aware of the cavernous gaps in our competence and confidence (we usually kept this to ourselves!). 

Then, through learning, we became competent at what we were doing.  After months of practicing and doing the same stuff we could be deemed unconsciously competent - we had got so good at the task or the process we could do it with little or no thought. 

Sadly, with years of experience, we can sometimes end up with unrealised incompetence. We've always done what we've always done, so we always do what we always do.  This occurs in spite of the reality that the tools, technology, timeframes and talents required to perform competently have definitely changed.

When we reach the stage of unconscious competence, staying current is a key factor to maintaining competence.  Therefore, we have to continue to learn so we can stay current. 

Staying current means we have to embrace change and welcome a more flexible, adaptive style of working.  Perhaps most important of all is the role managers must play in ensuring everyone is held accountable, including themselves, for maintaining the competency needed to survive in a rapidly changing world.