ConceptsNest

  Background By definition, competence is a collection of related abilities, commitments, knowledge, and skills that enable a person to act effectively in a job or situation. Competency is measurable and can be developed through learning & development. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation . The term gained traction in 1973 when David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". The term, created by McClelland, was commissioned by the State Department (USA) to explain characteristics common to high-performing agents of embassy, as well as help them in recruitment and development. It has since been popularized by Richard Boyatzis, and many others who used the concept in performance improvement. Its uses vary widely, which has led to considerable misunderstanding. Some scholars see "competence" as a combination o

  ***Continued from Chapter 01 (Covered previously: Meaning & Interpretation, Historical Origins, Types Of Information: The Ignorance Of Ignorance, The Dunning-Kruger Effect In The Workplace and In Our Lives ) Chapter 01- Click Here Behaviors That Initiate The Dunning-Kruger Effect How To Steer Away From The Dunning Kruger Effect People can learn they are incompetent . . . by becoming competent. Thinking of meta-cognition again, we may divide it into two: General and domain specific. If we can hone our general meta-cognition, we can ensure that we do not fall for the Dunning-Kruger effect in whatever domain. Every time we think – “I am above average, of course” – an alarm bell needs to go off in our mind. How do we know we are above average? Getting to know our peers and what they are doing can help. If we can distinguish between the competent and those who are not, maybe we do know what we are doing . If not, that should be enough of a warning to dive deeper into whatever we are

  If we were asked to rate our driving ability on a scale of 1 to 10, how would we score ourselves? Maybe we are not amongst the best drivers in the world, but we probably do not believe we are the worst. In fact, we probably rate ourselves as being a little better than the average driver. The problem with this is that most people rate themselves as being a better driver than the average person. This is the Dunning-Kruger Effect, where most people overrate their abilities , with the greatest overestimation coming from those with the lowest skills. Perhaps what’s even more amazing is that the English philosopher Bertrand Russell said this long before the advent of the internet . Today, due to the joys of social media, we are regularly exposed to legions of people who believe they know what they are talking about when they do not. And, indeed, as Russell pointed out, the more clueless these people are, the more confident in their pronouncements they seem to be . People who are bad at som

Everyone wants to improve their company culture . Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time . Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is. What Is Company Culture? Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled . We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do