What competences are relevant?

Experience shows that three basic competences are needed for transition work:

Communication skills
Networking skills
Persuasiveness.

Six groups

These three basic competences are covered by six groups of competences that are important for transition work (see the table). A person does not have to possess all of these competences since you will generally be working in a team.

ompetence group	Competence
Recognising patterns	integrated thinking questioning with an open mind analytical thinking conceptual thinking
Reorientation	visionary and inspirational possessing courage and the will to change creative historical sense
Experimentation	mobilising skills organisational talent second-order learning
Anchoring	anticipatory skills entrepreneurial skills powers of persuasion networking and lobbying
Monitoring	observational skills reflective skills self-aware and independent
Transition management	systems thinking insight, helicopter view and a sense of timing ability to balance substance, process and results

Connection with clusters

The six competence groups are connected as follows to the clusters in this website:

The competence groups ‘recognising patterns' and ‘reorientation' relate to the cluster ‘Creating a vision/reorientation'
The competence group ‘Experimenting' is important for the work that commences with ‘Producing an action plan'
The competence groups ‘Anchoring' and ‘Monitoring' apply for the eponymous clusters
Finally, the competence group ‘Transition management' covers an overarching group of competences relating to the art of guiding the stakeholders, which applies mainly when a programme is being implemented after the vision has been formulated.

Changing needs

The competences required can change in the course of a programme. You should therefore incorporate sufficient flexibility in the organisation of a project or a programme to allow you to switch people and competences if necessary.

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