Category Archives: Articles

The Four Stages of Learning

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in August 2023)

In the dynamic world of project management, the ability to master new skills is a critical factor for success. The journey of learning progresses through four stages: Unconscious Incompetence, Conscious Incompetence, Conscious Competence, and Unconscious Competence. For project managers, like all business leaders, understanding and harnessing this journey can significantly enhance their ability to excel in their roles.

1. Unconscious Incompetence:

At the outset, individuals are unaware of their lack of skill in a particular area—this is the stage of Unconscious Incompetence. In this stage, recognising the gaps in one’s capability is crucial. Aspiring leaders should engage in self-reflection and seek feedback to identify areas that need improvement. By acknowledging the existence of these gaps, aspiring leaders lay the foundation for growth.

2. Conscious Incompetence:

As you become aware of your shortcomings, you enter the stage of Conscious Incompetence. Here, you become acutely aware of your lack of proficiency in certain aspects of your job. Emotions like frustration and self-doubt might arise, but it’s important to view this stage as an opportunity for growth. It’s essential to approach this stage with humility and a growth mindset. Acknowledging one’s limitations enables them to seek out relevant training, mentorship, and resources to bridge the gaps in their skills. The ability to admit vulnerability and actively pursue learning sets the stage for transformation.

3. Conscious Competence:

Through consistent effort and learning, you progress to the stage of Conscious Competence. Here, you acquire the necessary skills but require deliberate focus and practice to apply them effectively. This stage demands continuous refinement and practice. As you work on honing your skills, you see improvements in your ability to navigate challenges, communicate effectively, and make informed decisions. However, this stage requires focused attention and continuous practice to maintain your competence. Constructive feedback and self-evaluation become valuable tools for improvement at this stage.

4. Unconscious Competence:

The pinnacle of skill mastery is reached in the stage of Unconscious Competence. At this stage, your skills have become so ingrained that they are almost second nature. You effortlessly execute tasks, make decisions, and lead your team with confidence. You can allocate your mental resources to more complex or strategic matters. While this is the goal, it’s important to remain vigilant against complacency. Continuous learning and adaptation are necessary to maintain this high level of competence.

Applying the stages of learning to project management

Understanding these learning stages is essential for project managers and team leaders to lead effectively. Recognising areas of unconscious incompetence allows you to identify skill gaps within yourself and your team. Embrace conscious incompetence by encouraging a culture of continuous learning and skill development. Provide resources, training, and mentorship to support your team’s growth.

Guide your team members through conscious competence by setting clear expectations and providing constructive feedback. Celebrate their progress and accomplishments, fostering a positive learning environment. Strive for unconscious competence not only in your own skills but also in the skills of your team. This will create a high-performing team capable of navigating challenges with finesse.

Mastering the learning stages is an ongoing journey that empowers project managers and team leaders to excel in their roles. By recognising and embracing the stages of unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence, you can elevate your leadership capabilities and foster a culture of growth within your team. Remember, a commitment to continuous learning and improvement is the key to long-term success in the dynamic world of project management and team leadership.

Manage Stress with Resilience.

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in September 2023)

We are all facing increased challenges in today’s workplaces characterised by blurred boundaries, overload, complexity, and addiction to work. The unprecedented advances in technology that keep us connected 24/7, coupled with the widespread of remote and flexible working arrangements, have removed the demarcation lines between our work and non-work activities. This is leading to increased levels of stress and mental health issues. Much like the boiling frog syndrome, we fail to recognise the rise in stress until it is too late. 

I used to believe that stress is an inevitable part of life and little stress is good to maintain motivation and promote innovation.  However, I changed my mind when I recently came across the book “Work Without Stress” by Nick Petrie and Derek Roger.  The book challenges conventional notions of stress management and offers a fresh perspective on how to deal with stress through the lens of resilience.

The first step is to differentiate between pressure and stress. Pressure is described as the demand to perform, which is inherent in many aspects of daily life, and that’s good. However, stress only occurs when we add a critical ingredient to the ‘good pressure’: rumination about emotional upset. Stress, in this context, is a result of our habit of dwelling on negative emotions and potential worst-case scenarios.  In other words, pressure is good, while stress is bad.  When we label these accordingly, we can then cope effectively with the pressures of life and work.

Stress is our choice.  Stress is not an external force imposed by others but rather a product of our own reactions and rumination about life’s pressures. This shift in mindset from seeing stress as an external problem to recognising it as an internal response forms the foundation of the proposed approach to achieve resilience.

The book offers a fresh perspective on how to deal with stress through the lens of resilience. The central argument revolves around understanding the difference between pressure and stress, controlling attention, becoming detached, and letting go of negative emotions to develop a more resilient personality:

  1. Waking Up: This step encourages individuals to become more aware of their actions and thoughts, emphasising the importance of being present in the moment. It highlights how often people operate on autopilot, missing out on the here and now due to excessive planning and daydreaming.
  2. Controlling Attention: Attention is depicted as a powerful tool that individuals can consciously direct. By acknowledging and controlling their attention, individuals can avoid getting lost in rumination and emotional upset.
  3. Becoming Detached: Detachment is not about disengagement but about maintaining perspective. It helps prevent the escalation of minor issues into major sources of stress. Detached individuals avoid catastrophising and stay focused on practical solutions.
  4. Letting Go: Letting go of negative emotions is emphasised as a key component of resilience. It involves recognising that holding onto emotions like anger, fear, and guilt serves no productive purpose and only contributes to stress.

Project Managers have an important role of practicing and promoting resilience within their teams. It is crucial that they ask relevant questions to prevent rumination, differentiate between pressure and stress, and help themselves and their teams understand this distinction. Project Managers should facilitate a work environment that fosters open communication and encourages team members to express their emotions appropriately.  Project Managers have the responsibility to maintain a healthy working environment as much as they have the responsibility to deliver a successful project.