Competencies are everywhere. Capability is not.
For a long time, organizations invested heavily in competency frameworks-embedding 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 executive 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 fail structurally, and sets out how competency systems can be governed so they remain useful rather than becoming institutional "zombies."
Written for HR, organizational psychologists and development, executives, and advanced practitioners, 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.
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