In more complex jobs, these behavioural aspects, motives and traits become more important than the skills and knowledge required to do the job. Therefore, intent behind a displayed action is necessary to understand the action and its implication fully. A manager sitting at the farthest corner of the office keeps his door open all the time, how does one evaluate whether it is for fresh air, claustrophobia or an indication that his subordinates are invited to reach out to him anytime. Suppose an organization is promoting an open door policy which literally means that a manager or supervisor would keep the doors of his/her chamber open to become accessible to their subordinates and encourage sharing of opinions and feedback. Let us try to understand it through an example. The aspects of competencies which lie below the surface like attitude, traits, thinking styles etc directly influence the usage of knowledge and skills to complete a job effectively. Spencer explain that a behaviour is incompletely defined without intent. So, is there a relation between the competencies which are above the surface and those which lie beneath? In the book Competence at Work Models for Superior Performance, the authors Lyle M.
Let us take a look at the different components of the model: The pictorial representation of the model is as below: Similarly, a competency has some components which are visible like knowledge and skills but other behavioural components like attitude, traits, thinking styles, self-image, organizational fit etc are hidden or beneath the surface. An iceberg which has just one-ninth of its volume above water and the rest remains beneath the surface in the sea. The iceberg model for competencies takes the help of an iceberg to explain the concept of competency.
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