The four stages of competence, also known as the “conscious competence” learning model, describe the psychological states an individual goes through when acquiring new skills. These stages are:

  1. Unconscious Incompetence:
    • At this stage, a person is unaware of their lack of skill or knowledge in a particular area. They don’t recognize the need for improvement.
  2. Conscious Incompetence:
    • In this stage, individuals become aware of their deficiencies. They recognize the need to acquire new skills or knowledge and may feel a sense of frustration or insecurity.
  3. Conscious Competence:
    • At this point, the individual has acquired the necessary skills and knowledge, but applying them requires conscious effort and concentration. Competence is achieved, but it is not yet automatic or intuitive.
  4. Unconscious Competence:
    • In the final stage, the individual has mastered the skill to the extent that it becomes second nature. They can perform the task or apply the knowledge effortlessly and without conscious thought.

Example of 4 stages of competence

  1. Unconscious Incompetence:
    • Sarah, a new team leader, may initially be unaware that providing constructive feedback is a crucial aspect of effective people management. She might not recognize the importance of giving feedback or how it contributes to team growth and development.
  2. Conscious Incompetence:
    • As Sarah gains experience, she becomes aware that she needs to provide constructive feedback to her team members. However, she may feel uncertain about how to deliver feedback effectively or worry about potential challenges in the process.
  3. Conscious Competence:
    • Sarah undergoes training on delivering constructive feedback and learns the principles and techniques. When providing feedback, she is now able to consciously apply these skills. However, it requires her focused effort, and she carefully thinks about the structure and wording of her feedback.
  4. Unconscious Competence:
    • After consistently practicing and refining her feedback skills over time, Sarah reaches a point where providing constructive feedback becomes second nature. She can naturally and effortlessly engage in feedback conversations, adapting her approach to different team members, and it becomes an integral part of her managerial style.