Beyond competence: identifying and understanding non-technical competencies for crisis management team members

By Lorna Anderson.

Abstract
The study of competence in a business context usually relates to behavioural outcomes, judged against a set of agreed criteria (Spencer & Spencer, 1993). Business usually examines competence as “how well an individual performs in their role”, it does not normally look at how an individual’s competence level can be cultivated and developed towards expertise.

This paper describes the research undertaken over three inter-related, triangulated studies, throughout 2006, to look holistically at existing studies in competence and expertise from a performance psychology perspective, in an attempt to identify essential and non-technical competencies for crisis management team members (CMTM).

Using the competencies as a basis to explore expertise and its development in a business environment, the research provides a theoretical model for the development towards competence and beyond, proposing an integrated expertise framework.

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This paper appeared in Volume Two Issue One of the Business Continuity Journal. To read similar high quality in-depth articles and to receive the latest version, Volume Two Issue Three, which is published in the first week of October, sign up at http://www.businesscontinuityjournal.com

•Date: 21st Sept 2007• Region: UK/World •Type: Article •Topic: Crisis management
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