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This book caused a storm when first published in 1969, battering up the bestseller list to #1, charming readers from Topeka to Timbuktu, and finally, brilliantly, blessedly giving the world an answer to a question that nags us all: Why is incompetence so maddeningly rampant and so vexingly triumphant? The book and the phrase it defined are now considered comedic-yet-classic cornerstones of organizational thought, and in honor of the book's fortieth anniversary, Robert I. Sutton has written a foreword introducing ...
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This book caused a storm when first published in 1969, battering up the bestseller list to #1, charming readers from Topeka to Timbuktu, and finally, brilliantly, blessedly giving the world an answer to a question that nags us all: Why is incompetence so maddeningly rampant and so vexingly triumphant? The book and the phrase it defined are now considered comedic-yet-classic cornerstones of organizational thought, and in honor of the book's fortieth anniversary, Robert I. Sutton has written a foreword introducing the book to a new generation of readers.
The Peter Principle, the eponymous law Laurence Peter coined, explains that "in a hierarchy, every employee tends to rise to his level of incompetence." Everyone—from the office intern to the CEO, from the low-level civil servant to a nation's president—will inevitably rise to his or her level of incompetence, if it hasn't happened already. Dr. Peter's glorious revelation explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias.
With the wit of James Thurber or Mark Twain, the psychological and anthropological acuity of Sigmund Freud or Margaret Mead, and the theoretical impact of Isaac Newton or Copernicus, Dr. Laurence Peter and Raymond Hull's brilliant book explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.
The Peter Principle
Why Things Always Go Wrong
The Peter Principle
"I begin to smell a rat."
M. De Cervantes
When I was a boy I was taught that the men upstairs knew what they were doing. I was told, "Peter, the more you know, the further you go." So I stayed in school until I graduated from college and then went forth into the world clutching firmly these ideas and my new teaching certificate. During the first year of teaching I was upset to find that a number of teachers, school principals, supervisors and superintendents appeared to be unaware of their professional responsibilities and incompetent in executing their duties. For example, my principal's main concerns were that all window shades be at the same level, that classrooms should be quiet and that no one step on or near the rose beds. The superintendent's main concerns were that no minority group, no matter how fanatical, should ever be offended and that all official forms be submitted on time. The children's education appeared farthest from the administrator mind.
At first I thought this was a special weakness of the school system in which I taught so I applied for certification in another province. I filled out the special forms, enclosed the required documents and complied willingly with all the red tape. Several weeks later, back came my application and all the documents!
No, there was nothing wrong with my credentials; the forms were correctly filled out; an official departmental stamp showed that they had been received in good order. But an accompanying letter said, "The new regulations requirethat such forms cannot be accepted by the Department of Education unless they have been registered at the Post Office to ensure safe delivery. Will you please remail the forms to the Department, making sure to register them this time?"
I began to suspect that the local school system did not have a monopoly on incompetence.
As I looked further afield, I saw that every organization contained a number of persons who could not do their jobs.
A Universal Phenomenon
Occupational incompetence is everywhere. Have you noticed it? Probably we all have noticed it.
We see indecisive politicians posing as resolute statesmen and the "authoritative source" who blames his misinformation on "situational imponderables." Limitless are the public servants who are indolent and insolent; military commanders whose behavioral timidity belies their dreadnaught rhetoric, and governors whose innate servility prevents their actually governing. In our sophistication, we virtually shrug aside the immoral cleric, corrupt judge, incoherent attorney, author who cannot write and English teacher who cannot spell. At universities we see proclamations authored by administrators whose own office communications are hopelessly muddled; and droning lectures from inaudible or incomprehensible instructors.
Seeing incompetence at all levels of every hierarchy—political, legal, educational and industrial—I hypothesized that the cause was some inherent feature of the rules governing the placement of employees. Thus began my serious study of the ways in which employees move upward through a hierarchy, and of what happens to them after promotion.
For my scientific data hundreds of case histories were collected. Here are three typical examples.
Municipal Government File, Case No. 17 J. S. Minionwas a maintenance foreman in the public works department of Excelsior City. He was a favorite of the senior officials at City Hall. They all praised his unfailing affability.
"I like Minion," said the superintendent of works. "He has good judgment and is always pleasant and agreeable."
This behavior was appropriate for Minion's position: he was not supposed to make policy, so he had no need to disagree with his superiors.
The superintendent of works retired and Minion succeeded him. Minion continued to agree with everyone. He passed to his foreman every suggestion that came from above. The resulting conflicts in policy, and the continual changing of plans, soon demoralized the department. Complaints poured in from the Mayor and other officials, from taxpayers and from the maintenance-workers' union.
Minion still says "Yes" to everyone, and carries messages briskly back and forth between his superiors and his subordinates. Nominally a superintendent, he actually does the work of a messenger. The maintenance department regularly exceeds its budget, yet fails to fulfill its program of work. In short, Minion, a competent foreman, became an incompetent superintendent.
Service Industries File, Case No. 3 E. Tinker was exceptionally zealous and intelligent as an apprentice at G. Reece Auto Repair Inc., and soon rose to journeyman mechanic. In this job he showed outstanding ability in diagnosing obscure faults, and endless patience in correcting them. He was promoted to foreman of the repair shop.
But here his love of things mechanical and his perfectionism become liabilities. He will undertake any job that he thinks looks interesting, no matter how busy the shop may be. "We'll work it in somehow," he says.
He will not let a job go until he is fully satisfied with it.
He meddles constantly. He is seldom to be found at his desk. He is usually up to his elbows in a dismantled motor and while the man who should be doing the work stands watching, other workmen sit around waiting to be assigned new tasks. As a result the shop is always overcrowded with work, always in a muddle, and delivery times are often missed.
Tinker cannot understand that the average customer cares little about perfection—he wants his car back on time! He cannot understand that most of his men are less interested in motors than in their pay checks. So Tinker cannot get on with his customers or with his subordinates. He was a competent mechanic, but is now an incompetent foreman.
Military File, Case No. 8 Consider the case of the late renowned General A. Goodwin. His hearty, informal manner, his racy style of speech, his scorn for petty regulations and his undoubted personal bravery made him the idol of his men. He led them to many well-deserved victories.
When Goodwin was promoted to field marshal he had to deal, not with ordinary soldiers, but with politicians and allied generalissimos.The Peter Principle
Posted June 16, 2001
I always thought something was wrong with ME. I worked hard, achieved well beyond the company's expectations and was extremely kind and considerate to everyone, no matter what they did in the company. Yet, I would still get 'into trouble.' After reading this book, I recommend it to every single person who works for someone other than him/herself. I now understand that I don't always fit into the 'corporate' structure. Many corporate people just want their lives to go smoothly. Don't go to them with anything other than the technical part of the job. If someone is rude, sabatoging or not carrying their weight, don't go to anyone. They don't want to hear it. It only makes them have to 'manage' their staff and make decisions - a job for which they were put into that position. I have learned how to play the coporate game and it is document everything, try to resolve it and if it becomes a 'no win' situation, GET OUT! I left on company when the manager wanted to move me from outside sales to inside desk with the office girls who fought all the time. I quit. It will be a dead-end street and no matter how well you do your job, you don't fit in. I am slowly becoming a motivational speaker and I shall recommend this book to everyone. It made me see that it isn't about me. I am not into the office gossip and go to work to work. Therefore, if only ONE person and he/she is the 'leader' of the pack, doesn't like me, LOOK OUT! I don't stand a chance if the management doesn't see it or WANT to see it. And worse yet if this indivual is above you the chain. You can love your job and everything about it, it is a 'family' of sorts. One reason family's are dysfunctional is the same thing, the decision makers don't see or don't want to see where the problems lie and how to fix them. Your company is your family and if you don't fit in to their culture, either shut up and take it or leave...Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.