Analysis of Literature Review Failure to develop key competencies and behaviors has been researched before through studying the workplace conflicts. In essence, workplace conflicts are inevitable mainly when employees are people from various backgrounds and different work styles that are brought together for the sake of shared business objectives. The history of organizations failing to develop competencies is quite long, and only a few studies have shown that about 30% of organizations have initiatives to improve behaviors among employees (Sperry, 2011). Previous have depicted several progressive organizations that use a leadership competency model to assist in outlining key skills and behaviors wanted by managers, supervisors, and executives. Several questions remain unanswered about this subject, and they exist in some ways. First, the question is about the guilty of facilitation of workshops with management. It happens because organizations fail to identify and specify the essential competencies that apply to particular issues in the organization. Ideally, organizations need to shuffle and prioritize on the generic competencies as well as behaviors that would require management leaders to help in solving problems that may arise in the workplace (Sperry, 2011). Second, there is no proof of the competencies that matter to organizations. Indeed, there is must empirical data about the key behaviors that have the most significant effect on the engagement of employees, attraction, customer levels, and productivity of the employees in several organizations (Frisk & Larson, 2011). The current best practices in dealing with this particular type of organization conflict are many and precisely based on the supervisors, managers, and executives. Develop towering strengths that would help in overshadowing weaknesses in the organization. Ideally, good leadership development always tries to magnify small natural strengths to highly energized strengths that would result in double improvement (Halász & Michel, 2011). The current best practice is the application of the competency models to assist leaders in improving their effectiveness, especially when dealing with employee behaviors in the organization. Design Proposal and Outline Topic of Training The topic of training is using competency models for development and building of key competencies and behaviors in an organization. Reason for the Choice The topic is chosen because the primary purpose of the competency model is to assist leaders in the improvement of their effectiveness in developing key competencies and behaviors in an organization. The strengths cross-training is a common thing in an organization since it is closely associated with competency and behavior improvement (Sperry, 2011). Subsequently, the topic is narrow enough to address in two-hour training since it is quite specific. The topic is based on enhancing the competency framework at the workplace which is indeed critical i.

1. Analysis of Literature Review
Failure to develop key competencies and behaviors has been
researched before through studying the workplace conflicts. In
essence, workplace conflicts are inevitable mainly when
employees are people from various backgrounds and different
work styles that are brought together for the sake of shared
business objectives. The history of organizations failing to
develop competencies is quite long, and only a few studies have
shown that about 30% of organizations have initiatives to
improve behaviors among employees (Sperry, 2011). Previous
have depicted several progressive organizations that use a
leadership competency model to assist in outlining key skills
and behaviors wanted by managers, supervisors, and executives.
Several questions remain unanswered about this subject, and
they exist in some ways. First, the question is about the guilty
of facilitation of workshops with management. It happens
because organizations fail to identify and specify the essential
competencies that apply to particular issues in the organization.
Ideally, organizations need to shuffle and prioritize on the
generic competencies as well as behaviors that would require
management leaders to help in solving problems that may arise
in the workplace (Sperry, 2011). Second, there is no proof of
the competencies that matter to organizations. Indeed, there is
must empirical data about the key behaviors that have the most
significant effect on the engagement of employees, attraction,
customer levels, and productivity of the employees in several
organizations (Frisk & Larson, 2011).
The current best practices in dealing with this particular type of
organization conflict are many and precisely based on the
supervisors, managers, and executives. Develop towering
strengths that would help in overshadowing weaknesses in the

2. organization. Ideally, good leadership development always tries
to magnify small natural strengths to highly energized strengths
that would result in double improvement (Halász & Michel,
2011). The current best practice is the application of the
competency models to assist leaders in improving their
effectiveness, especially when dealing with employee behaviors
in the organization.
Design Proposal and Outline
Topic of Training
The topic of training is using competency models for
development and building of key competencies and behaviors in
an organization.
Reason for the Choice
The topic is chosen because the primary purpose of the
competency model is to assist leaders in the improvement of
their effectiveness in developing key competencies and
behaviors in an organization. The strengths cross-training is a
common thing in an organization since it is closely associated
with competency and behavior improvement (Sperry, 2011).
Subsequently, the topic is narrow enough to address in two-hour
training since it is quite specific. The topic is based on
enhancing the competency framework at the workplace which is
indeed critical in improving productivity in the entire
organization. The topic should not be broad since it will not
help in finding the real conflict in the organization (Halász &
Michel, 2011). It has been noted that conflicts arise due to lack
of effectiveness brought by irrelevant and invalidated
competency model.
Combination of the framework and feedback assessment assists

3. leaders in the identification of conflicts as well as ways of
solving those conflicts. Besides, the companion competency
mapping is a crucial component in resolving any conflict that
arises from the workplace (Frisk & Larson, 2011). Ideally, the
training, as well as the topic for training, can be the source of
improvement journey. As a result, the training can be used in
providing the dramatic difference of applying the competencies
and feedback to develop strengths (Halász & Michel, 2011).
Holistically, these strengths are excellent in finding and fixing
weaknesses. Finally, the outcome of training would help in
delivering results in the performance management approach.
Model of strengths-based leadership competency assists people
in applying ingenuity in creating passions and leveraging
natural strengths for the sake of meeting organizational needs
for specific roles.

4. References
Frisk, E., & Larson, K. L. (2011). Educating for sustainability:
Competencies & practices for transformative action. Journal of
Sustainability Education, 2(1), 1-20.
Halász, G., & Michel, A. (2011). Key Competences in Europe:
interpretation, policy formulation and implementation.
European Journal of Education, 46(3), 289-306.
Sperry, L. (2011). Core competencies in counseling and
psychotherapy: Becoming a highly competent and effective
therapist. Routledge
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5. Bhutta, Khurrum S;Huq, Faizul
Supply Chain Management; 2002; 7, 3/4; ProQuest Central
pg. 126
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