four-stages-of-competence

What Are The Four Stages of Competence? The Four Stages of Competence In A Nutshell

The four stages of competence are often attributed to American psychologist Abraham Maslow. However, the concept was first mentioned by management consultant Martin W. Broadwell in 1969 to characterize four different types of teachers. Four years later, it was then incorporated into a life skills training course by Paul R. Curtiss and Phillip W. Warren. The four stages of competence is a psychological model describing the progression from incompetence to competence in a specific skill.

AspectExplanation
ConceptThe Four Stages of Competence, also known as the “Conscious Competence” model, is a psychological framework that describes the process individuals go through when acquiring a new skill or competency. It outlines four distinct stages that individuals move through as they progress from being unaware of their incompetence to becoming highly skilled and proficient. These stages are: Unconscious Incompetence, Conscious Incompetence, Conscious Competence, and Unconscious Competence. Understanding these stages can help individuals and educators better navigate the learning process and develop effective strategies for skill acquisition.
Key StagesThe Four Stages of Competence consist of four key stages:
Unconscious Incompetence: In this stage, individuals are unaware of their lack of skill or knowledge in a particular area. They don’t recognize the need for improvement because they don’t realize their incompetence.
Conscious Incompetence: In this stage, individuals become aware of their lack of skill or knowledge. They recognize their incompetence and understand the need for improvement.
Conscious Competence: In this stage, individuals have acquired the skill or knowledge, but they need to consciously think and practice to perform it effectively. They are competent, but it requires effort and concentration.
Unconscious Competence: In the final stage, individuals have mastered the skill or knowledge to the extent that it becomes second nature. They can perform it effortlessly and without conscious thought.
ApplicationThe Four Stages of Competence are applied in various educational and skill development contexts. They help learners and educators understand the psychological and emotional aspects of learning. Knowing which stage a person is in can inform teaching methods and expectations. It’s also valuable in personal development, coaching, and self-assessment, as it encourages individuals to reflect on their progress and set realistic goals.
Process FlowIndividuals typically progress through the stages in a linear manner:
Unconscious Incompetence: Ignorance of one’s lack of skill or knowledge.
Conscious Incompetence: Awareness of one’s incompetence, recognizing the need for improvement.
Conscious Competence: Acquiring and practicing the skill or knowledge consciously.
Unconscious Competence: Mastery, where the skill or knowledge becomes automatic.
BenefitsThe Four Stages of Competence offer several benefits:
Self-Awareness: Individuals gain insight into their learning journey and can set realistic expectations.
Effective Teaching: Educators can tailor their teaching methods to match the learner’s stage, making instruction more effective.
Motivation: Recognizing progress and reaching the Unconscious Competence stage can boost motivation and confidence.
ChallengesChallenges associated with the model may include:
Overconfidence: Some individuals may underestimate the effort required in the Conscious Competence stage, leading to frustration or quitting prematurely.
Complex Skills: Not all skills neatly fit into these four stages, especially highly complex or multifaceted ones.
Real-World ApplicationThe Four Stages of Competence are widely used in education, training, coaching, and personal development. They inform instructional design, goal setting, and skill assessment.

Understanding the four stages of competence

The four stages of competence as we know them today probably stem from a similar course developed by Noel Burch – a former employee of Gordon Training International.

Burch argued that when an individual decides to learn a new skill, there are four learning stages they must transition through. 

With an awareness of each stage, the learner can come to terms with the long, slow, and sometimes painful process of learning.

What’s more, teachers can use the model to identify learning needs and develop objectives based on which stage the learner occupies.

The four stages of competence

Let’s now take a look at each of the four stages:

Unconscious incompetence (Ignorance)

Here, the individual does not understand or know how to do something.

They fail to recognize the utility of a new skill or their incompetence. In other words, they cannot see that a knowledge or skill gap exists.

Progressing to the second stage requires the individual to acknowledge that there are some things they don’t yet know which could be useful to them.

Conscious incompetence (Awareness)

In the second stage, the individual accepts a knowledge gap exists. This may be an uncomfortable experience for some people.

To progress, the individual must recognize the value of a new skill and become motivated to learn.

Conscious competence (Learning)

In the learning stage, the individual develops some degree of competency with disciplined concentration.

The individual is a novice working toward skill acquisition with a focus on trial and error and continuous improvement. 

Unconscious competence (Mastery)

Over time, the individual becomes so adept at practicing a skill that it becomes second nature.

While learning still occurs, the individual has established a strong foundation and is confident in their own abilities.

In some cases, they may be able to teach the skill to others.

Key takeaways

  • The four stages of competence is a psychological model describing the progression from incompetence to competence in a specific skill. The model is often attributed to Maslow but was developed by Martin W. Broadwell to categorize different types of teachers. 
  • The four stages of competence provide clarity for individuals engaged in the long, slow, and often painful learning process. It can also be used by teachers to assist in effective instructional design.
  • The four stages of competence are unconscious competence, conscious incompetence, conscious competence, and unconscious competence. The individual must move through each stage linearly and maintain a focus on growth and continuous improvement.

Key Highlights of the Four Stages of Competence:

  • Origin and Attribution: The concept of the four stages of competence is often attributed to Abraham Maslow, but it was actually first introduced by management consultant Martin W. Broadwell in 1969. It gained further recognition when incorporated into a life skills training course by Paul R. Curtiss and Phillip W. Warren.
  • Purpose and Development:
    • Originally developed by Noel Burch, a former employee of Gordon Training International.
    • Describes the progression from incompetence to competence in a specific skill.
    • Provides insight into the learning process and helps learners understand and accept the challenges of acquiring new skills.
    • Offers a framework for teachers to identify learning needs and develop appropriate objectives based on a learner’s stage of competence.
  • The Four Stages of Competence:
    • Unconscious Incompetence (Ignorance): The individual lacks awareness and doesn’t understand how to perform a skill. They may not even recognize the need to learn it.
    • Conscious Incompetence (Awareness): The learner acknowledges their lack of skill and becomes aware of the knowledge gap. Motivation to learn is often triggered here.
    • Conscious Competence (Learning): The individual actively learns and practices the skill, focusing on improvement through trial and error.
    • Unconscious Competence (Mastery): Mastery is achieved when the skill becomes second nature, and the individual can perform it with ease. They may even teach it to others.
  • Key Takeaways:
    • The model helps individuals and educators understand the stages of skill acquisition.
    • It emphasizes the importance of recognizing one’s own incompetence and the value of learning.
    • Effective instructional design can be based on learners’ stages of competence.
    • The stages are: unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence.
    • Progression occurs linearly, and continuous improvement remains essential throughout the learning journey.

Examples

StageDescriptionImplicationsExample
Unconscious IncompetenceIndividuals are unaware of their lack of competence in a specific area. They don’t realize that they don’t know.– Lack of motivation to learn or improve. – No recognition of the need for skill development.Example: John has never been exposed to coding and doesn’t even realize that it’s a skill he could acquire. He has no interest in learning and doesn’t see its relevance to his career.
Conscious IncompetenceIndividuals become aware of their lack of competence and recognize the need for improvement.– Motivated to learn and improve. – Acknowledge the need for skill development. – May experience frustration or a desire to progress.Example: After joining a software development team, John realizes that coding skills are crucial. He acknowledges his lack of coding knowledge and starts taking beginner coding courses online.
Conscious CompetenceIndividuals have acquired skills but must consciously apply them.– Can perform the skill with effort and concentration. – May require reference materials or guidance. – Practice is essential for proficiency.Example: After months of coding practice, John can write code, but he needs to consult documentation and carefully plan his programs. He practices regularly to become more proficient.
Unconscious CompetenceIndividuals have mastered the skill to the point where it becomes second nature.– Perform the skill effortlessly and intuitively. – No need for conscious thought or reference materials. – Mastery is achieved through extensive practice.Example: After years of coding experience, John can code fluently. He effortlessly solves complex problems and develops software without needing to look up syntax or algorithms.
Comparison’s TableFour Stages of CompetenceBloom’s TaxonomyDreyfus ModelConscious Competence Model
TypePsychological modelEducational frameworkSkill acquisition modelPsychological model
PurposeDescribes the process of acquiring new skills or knowledge and the levels of awareness.Classifies cognitive skills into hierarchical levels of complexity and mastery.Describes the stages of skill acquisition and expertise development.Describes the levels of awareness and proficiency in learning new skills.
Key Components– Unconscious incompetence – Conscious incompetence – Conscious competence – Unconscious competence– Remembering – Understanding – Applying – Analyzing – Evaluating – Creating– Novice – Advanced beginner – Competent – Proficient – Expert– Unconscious incompetence – Conscious incompetence – Conscious competence – Unconscious competence
ApplicationUsed to understand the learning process and the journey to mastery in various fields.Utilized in educational settings to design learning objectives and assess student learning outcomes.Applied in skill development and training programs to gauge learners’ progress.Used in personal development and coaching to guide individuals through skill acquisition.
FocusFocuses on the levels of awareness and competence in acquiring new skills or knowledge.Focuses on classifying cognitive skills based on their complexity and mastery level.Focuses on describing the stages of skill acquisition and expertise development.Focuses on understanding the awareness and proficiency levels in learning new skills.
AssumptionsAssumes that individuals progress through distinct stages of competence as they learn new skills or knowledge.Assumes that cognitive skills can be categorized into hierarchical levels of mastery.Assumes that individuals go through identifiable stages of skill acquisition and expertise development.Assumes that awareness and proficiency in learning new skills evolve through distinct stages.

Connected Frameworks

Maslow’s Hierarchy of Needs

maslows-hierarchy-of-needs
Maslow’s Hierarchy of Needs was developed by American psychologist Abraham Maslow. His hierarchy, often depicted in the shape of a pyramid, helped explain his research on basic human needs and desires. In marketing, the hierarchy (and its basis in psychology) can be used to market to specific groups of people based on their similarly specific needs, desires, and resultant actions.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

PESTEL Analysis

pestel-analysis
The PESTEL analysis is a framework that can help marketers assess whether macro-economic factors are affecting an organization. This is a critical step that helps organizations identify potential threats and weaknesses that can be used in other frameworks such as SWOT or to gain a broader and better understanding of the overall marketing environment.

STEEP Analysis

steep-analysis
The STEEP analysis is a tool used to map the external factors that impact an organization. STEEP stands for the five key areas on which the analysis focuses: socio-cultural, technological, economic, environmental/ecological, and political. Usually, the STEEP analysis is complementary or alternative to other methods such as SWOT or PESTEL analyses.

STEEPLE Analysis

steeple-analysis
The STEEPLE analysis is a variation of the STEEP analysis. Where the step analysis comprises socio-cultural, technological, economic, environmental/ecological, and political factors as the base of the analysis. The STEEPLE analysis adds other two factors such as Legal and Ethical.

Porter’s Five Forces

porter-five-forces
Porter’s Five Forces is a model that helps organizations to gain a better understanding of their industries and competition. Published for the first time by Professor Michael Porter in his book “Competitive Strategy” in the 1980s. The model breaks down industries and markets by analyzing them through five forces.

SWOT Analysis

swot-analysis
SWOT Analysis is a framework used for evaluating the business’s Strengths, Weaknesses, Opportunities, and Threats. It can aid in identifying the problematic areas of your business so that you can maximize your opportunities. It will also alert you to the challenges your organization might face in the future.

FourWeekMBA Business Toolbox

Business Engineering

business-engineering-manifesto

Tech Business Model Template

business-model-template
A tech business model is made of four main components: value model (value propositions, missionvision), technological model (R&D management), distribution model (sales and marketing organizational structure), and financial model (revenue modeling, cost structure, profitability and cash generation/management). Those elements coming together can serve as the basis to build a solid tech business model.

Web3 Business Model Template

vbde-framework
A Blockchain Business Model according to the FourWeekMBA framework is made of four main components: Value Model (Core Philosophy, Core Values and Value Propositions for the key stakeholders), Blockchain Model (Protocol Rules, Network Shape and Applications Layer/Ecosystem), Distribution Model (the key channels amplifying the protocol and its communities), and the Economic Model (the dynamics/incentives through which protocol players make money). Those elements coming together can serve as the basis to build and analyze a solid Blockchain Business Model.

Asymmetric Business Models

asymmetric-business-models
In an asymmetric business model, the organization doesn’t monetize the user directly, but it leverages the data users provide coupled with technology, thus have a key customer pay to sustain the core asset. For example, Google makes money by leveraging users’ data, combined with its algorithms sold to advertisers for visibility.

Business Competition

business-competition
In a business world driven by technology and digitalization, competition is much more fluid, as innovation becomes a bottom-up approach that can come from anywhere. Thus, making it much harder to define the boundaries of existing markets. Therefore, a proper business competition analysis looks at customer, technology, distribution, and financial model overlaps. While at the same time looking at future potential intersections among industries that, in the short-term, seem unrelated.

Technological Modeling

technological-modeling
Technological modeling is a discipline to provide the basis for companies to sustain innovation, thus developing incremental products. While also looking at breakthrough innovative products that can pave the way for long-term success. In a sort of Barbell Strategy, technological modeling suggests having a two-sided approach, on the one hand, to keep sustaining continuous innovation as a core part of the business model. On the other hand, it places bets on future developments that have the potential to break through and take a leap forward.

Transitional Business Models

transitional-business-models
A transitional business model is used by companies to enter a market (usually a niche) to gain initial traction and prove the idea is sound. The transitional business model helps the company secure the needed capital while having a reality check. It helps shape the long-term vision and a scalable business model.

Minimum Viable Audience

minimum-viable-audience
The minimum viable audience (MVA) represents the smallest possible audience that can sustain your business as you get it started from a microniche (the smallest subset of a market). The main aspect of the MVA is to zoom into existing markets to find those people which needs are unmet by existing players.

Business Scaling

business-scaling
Business scaling is the process of transformation of a business as the product is validated by wider and wider market segments. Business scaling is about creating traction for a product that fits a small market segment. As the product is validated it becomes critical to build a viable business model. And as the product is offered at wider and wider market segments, it’s important to align product, business model, and organizational design, to enable wider and wider scale.

Market Expansion Theory

market-expansion
The market expansion consists in providing a product or service to a broader portion of an existing market or perhaps expanding that market. Or yet, market expansions can be about creating a whole new market. At each step, as a result, a company scales together with the market covered.

Speed-Reversibility

decision-making-matrix

Asymmetric Betting

asymmetric-bets

Growth Matrix

growth-strategies
In the FourWeekMBA growth matrix, you can apply growth for existing customers by tackling the same problems (gain mode). Or by tackling existing problems, for new customers (expand mode). Or by tackling new problems for existing customers (extend mode). Or perhaps by tackling whole new problems for new customers (reinvent mode).

Revenue Streams Matrix

revenue-streams-model-matrix
In the FourWeekMBA Revenue Streams Matrix, revenue streams are classified according to the kind of interactions the business has with its key customers. The first dimension is the “Frequency” of interaction with the key customer. As the second dimension, there is the “Ownership” of the interaction with the key customer.

Revenue Modeling

revenue-model-patterns
Revenue model patterns are a way for companies to monetize their business models. A revenue model pattern is a crucial building block of a business model because it informs how the company will generate short-term financial resources to invest back into the business. Thus, the way a company makes money will also influence its overall business model.

Pricing Strategies

pricing-strategies
A pricing strategy or model helps companies find the pricing formula in fit with their business models. Thus aligning the customer needs with the product type while trying to enable profitability for the company. A good pricing strategy aligns the customer with the company’s long term financial sustainability to build a solid business model.

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