Competencies are everywhere. Capability is not.

Organizations invest heavily in competency frameworks. They embed them into hiring, performance management, leadership development, culture programs, and professional standards. And yet, despite their ubiquity, competencies remain one of the least examined and least governed tools in organizational life.

Competency Development: Curse or Cure?  asks a tough question: has competency modeling become the answer to the wrong problem?

Drawing on organization science, human performance theory, and real-world practice, this book challenges the way competencies are defined, modeled, assessed, and governed. It shows how competencies frequently drift into symbolic language, cultural enforcement, and performative compliance—while failing to explain or improve actual performance. 

But this isn’t an anti-competency book. It’s a capability-first guide that shows when competencies genuinely matter, when they don’t, and how they must be positioned inside a disciplined understanding of how organizations really work. It introduces a clear domain architecture for modeling competencies, explains why most assessment practices fall short, and sets out how competency systems can be governed so they remain useful rather than becoming institutional “zombies.” 

This book replaces enthusiasm with judgment, and frameworks with evidence. If you care less about having competencies and more about building real capability, this book is for you.

Introduction:

Why Competencies Became the Answer to the Wrong Question

1. The Meaning of Competency: Competing Paradigms, Historical Drift, and the State of Practice

INSIGHTS 1: Modeling vs Frameworks

2. The Costs of Getting Competencies Wrong

3. Reconstructing Competency: A Human Performance Foundation

4. Defining Competency: From Individual Action to Systemic Value

INSIGHTS 2: The "Great Eight" (Competencies)

5. Competencies, Capability, and Culture

INSIGHTS 3: Dentistry As Exhibit A

6. When You Should Not Build Competencies

7. Why Universal Frameworks Are So Seductive

8. Positioning Competencies Inside Capability

INSIGHTS 4: Training In Competencies

9. Designing Competencies That Actually Matter

10. Assessing & Governing Competencies

Closing Remarks: From Competencies to Capability

Appendices

I. Worked Example for Organization Capability:

Foundational Capability Attainment (FCA)

II. Capability Readiness Assessment:

For Competency Introduction

About the Author

Notes & References