I love your list, thank you for sharing it with us.
My first reaction is that 63 is much more complicated than necessary and
perhaps too inflexible in defining the way these "competency" areas should
be addressed. Each person finds their own style for accomplishing things
and each organization demands certain standards of performance and
behaviors. For example, inflexibility for one individual or organization
may be viewed as integrity or appopriate attention to detail by another.
I suggest that the nine general performance areas you have identified (I
took the liberty of slightly modifying the tiltles) are sufficient for
describing the key areas where demonstrable skill should be assessed and
that additional description is both unnecessary and overly constrained. I
have also taken the liberty of including one additional performance area
which seems to be missing - GETTING RESULTS. Also, I included facilitating
in the list as an external parameter, i.e boundary management,
relationships with other groups, departments, suppliers, cutsomers, etc.
>From my perspective, developing teams, individuals and self sufficiently
addresses internal facilition.
THINKING/PLANNING
COMMUNICATING
MANAGING
LEADING
IMPLEMENTING CHANGE
DEVELOPING TEAMS
DEVELOPING OTHERS
DEVELOPING SELF
FACILITATING (Boundary Management)
GETTING RESULTS
--Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>