Tag Archives: learning

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.

Intelligent Disobedience

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The (true) story goes, a young nurse, fresh out of nursing school, was assigned to a hospital emergency room.  A cardiac patient was rushed in.  After a quick assessment, the experienced emergency room doctor ordered the new nurse to administer the medication he judged the patient needed.  The nurse was stunned because she had been taught that this particular medication carried grave risks for a cardiac patient.  What would you do if you were this freshly graduated nurse and the doctor was older with years of experience?

Well, the nurse told the doctor that she has been taught that particular medication could be fatal in this patient’s situation.  The doctor was bristled at the questioning of his decision and in a raised voice and stern glare told the nurse “You just do it!”.

What would you do? Seriously?  Imagine yourself as the nurse.  If you administer the medication and the patient dies, how are you going to feel?  How will you face the patient’s family?  How will your future be?  But what if the doctor was right?  What if your refusal to act endangers the life you are trying to save?  How will you live with that?  There is no time to hesitate.  Seriously, what would you do?  Obey or disobey?  If something went wrong, will you say, “I was just following orders”?

The nurse quickly thought of an alternative other than either obey or disobey.  She hooked up the IV bag to the patient, injected the medication the doctor had ordered into the bag, and called the doctor over and told him that the medication is ready.  All that was needed was to open the valve on the IV bag.  The nurse said that she couldn’t do it because it violated her training.  The doctor would need to open the valve himself.  This was enough to get the doctor to rethink the risks and the other options that were available.  The doctor changed his order to administer a different medication.  The nurse promptly did, and the patient recovered fully.

Was the doctor incompetent? Probably not.  He may have been working for long hours, or the emergency room was loaded with patients, or any other reason.  This is not the point here.  The point is that, many times, there is a stance that is neither obeying nor disobeying.  At times, those in authority may not be at their best, yet the responsibilities of their position require them to act.  We must be able to see them as both having legitimate authority and human frailty, and at times be prepared to question them, correct them, or even disobey them.  We can’t say “we were just following orders.”

When weighing the right course of action, we must give our own perceptions, training, and values equal validity to the perspectives of those in authority.  We should not constraint ourselves with the two options of obey or disobey.  There are often other options that can lead to better outcomes.  Just take a deep breath and pause to think, and you may be able to offer creative responses that better meet the need of the situation. Remember, if you obey an order, you are still accountable regardless of who issued the order.

This nurse story and other stories are included in the remarkable book Intelligent Disobedience – Doing Right When What You’re Told to Do Is Wrong, by Ira Chaleff.  The author argues that the danger lies in teaching obedience too well, so the habit of unquestioning obedience is carried into adulthood.  From politics to sports, from financial institutions to religious instructions, from education system to law enforcement, there are stories of individuals and whole departments who went along with programs or orders that came from higher levels that defy common sense or our values as people.

Ira Chaleff summarises Intelligent Disobedience as follows: when you receive an order that does not seem appropriate to the mission, goals, and values, clarify the order and examine it whether it involves any problems with safety, effectiveness, cultural sensitivity, or legality; and make a conscious decision whether to comply with the order or resist it and offer an alternative when there is one.