Incompetency And Competency Training: Improving Executive Skills In Sensemaking, Framing Issues, And Making Choices
by Arch Woodside /
2016 / English / PDF
7.9 MB Download
This book covers theory and practice of competency and incompetency
training. ‘Incompetency training’ includes formal and informal
instruction that consciously (purposively) or unconsciously imparts
knowledge, attitudes, beliefs, and behavior (including procedures)
that are useless, inaccurate, misleading, and/or will lower
performance outcomes of the trainee versus no training or training
using alternative training methods. This book offers an early
workbench model of incompetency training theory which proposes that
executives and associates in firms, academia, and government
organizations consciously as well as unknowingly offer incompetency
training in many contexts. The evidence so far has shown that
increasing trainees' vigilance and ability to recognize exposure to
incompetency-training may help trainees to decrease the
effectiveness (impact) of exposures to incompetency
training―advancing incompetency training theory and knowledge of
incompetency training practice may be necessary conditions for
remedying negative outcomes that follow from trainees receiving
such training. The book uses a series of laboratory experiments to
elicit on tools advocated in the literature as aids in increasing
incompetency and/or competency, and provides a comprehensive review
of the literature on (in)competency training.
This book covers theory and practice of competency and incompetency
training. ‘Incompetency training’ includes formal and informal
instruction that consciously (purposively) or unconsciously imparts
knowledge, attitudes, beliefs, and behavior (including procedures)
that are useless, inaccurate, misleading, and/or will lower
performance outcomes of the trainee versus no training or training
using alternative training methods. This book offers an early
workbench model of incompetency training theory which proposes that
executives and associates in firms, academia, and government
organizations consciously as well as unknowingly offer incompetency
training in many contexts. The evidence so far has shown that
increasing trainees' vigilance and ability to recognize exposure to
incompetency-training may help trainees to decrease the
effectiveness (impact) of exposures to incompetency
training―advancing incompetency training theory and knowledge of
incompetency training practice may be necessary conditions for
remedying negative outcomes that follow from trainees receiving
such training. The book uses a series of laboratory experiments to
elicit on tools advocated in the literature as aids in increasing
incompetency and/or competency, and provides a comprehensive review
of the literature on (in)competency training.