The Peter Principle: Why Things Always Go Wrong

Overview

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 ...

See more details below
Hardcover
$16.33
BN.com price
(Save 18%)$19.99 List Price

Pick Up In Store

Reserve and pick up in 60 minutes at your local store

Other sellers (Hardcover)
  • All (20) from $1.99   
  • New (10) from $10.70   
  • Used (10) from $1.99   
The Peter Principle: Why Things Always Go Wrong

Available on NOOK devices and apps  
  • NOOK Devices
  • NOOK HD/HD+ Tablet
  • NOOK
  • NOOK Color
  • NOOK Tablet
  • Tablet/Phone
  • NOOK for Windows 8 Tablet
  • NOOK for iOS
  • NOOK for Android
  • NOOK Kids for iPad
  • PC/Mac
  • NOOK for Windows 8
  • NOOK for PC
  • NOOK for Mac
  • NOOK Study

Want a NOOK? Explore Now

NOOK Book (eBook)
$9.99
BN.com price

Overview

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.

Read More Show Less

Editorial Reviews

Life Magazine
"[The Peter Principle] has struck a throbbing public nerve... a minor cultural phenomenon and its title phrase, like Parkinson’s Law, is certain to enter the language."
Playboy
“Ruefully delightful ... excruciatingly applicable--and fun to read”
The New York Times
“The Peter Principle has cosmic implications.”
Life magazine
“[The Peter Principle] has struck a throbbing public nerve... a minor cultural phenomenon and its title phrase, like Parkinson’s Law, is certain to enter the language.”
The New York Times
“The Peter Principle has cosmic implications.”
Life magazine
“[The Peter Principle] has struck a throbbing public nerve... a minor cultural phenomenon and its title phrase, like Parkinson’s Law, is certain to enter the language.”
Playboy
“Ruefully delightful ... excruciatingly applicable—and fun to read”
Read More Show Less

Product Details

  • ISBN-13: 9780061699061
  • Publisher: HarperCollins Publishers
  • Publication date: 4/14/2009
  • Pages: 192
  • Sales rank: 668,602
  • Product dimensions: 5.20 (w) x 7.40 (h) x 1.00 (d)

Meet the Author

Laurence J. Peter was born in Canada and received an EdD from Washington State University. An experienced teacher, counselor, school psychologist, prison instructor, consultant, and university professor, he wrote articles for many journals and magazines as well as several books. He died in 1990.

Raymond Hull wrote many stage plays as well as articles for Punch, Maclean’s, and Esquire. He died in 1985.

Read More Show Less

Read an Excerpt

The Peter Principle
Why Things Always Go Wrong

Chapter One

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
Why Things Always Go Wrong
. Copyright © by Laurence Peter. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold.
Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star

(0)

4 Star

(0)

3 Star

(0)

2 Star

(0)

1 Star

(0)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously
Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted June 16, 2001

    A MUST FOR EVERY SINGLE EMPLOYEE AND MANAGER!

    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  No   Report this review
Sort by: Showing 1 Customer Reviews

If you find inappropriate content, please report it to Barnes & Noble
Why is this product inappropriate?
Comments (optional)