![]() ![]() The resulting conflicts in policy, and the continual changing of plans, soon demoralized the department. He passed to his foreman every suggestion that came from above. The superintendent of works retired and Minion succeeded him. "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. "I like Minion," said the superintendent of works. They all praised his unfailing affability. He was a favorite of the senior officials at City Hall. Minion * was a maintenance foreman in the public works department of Excelsior City. For my scientific data hundreds of case histories were collected. Thus began my serious study of the ways in which employees move upward through a hierarchy, and of what happens to them after promotion. Seeing incompetence at all levels of every hierarchypolitical, legal, educational and industrialI hypothesized that the cause was some inherent feature of the rules governing the placement of employees. At universities we see proclamations authored by administrators whose own office communications are hopelessly muddled and droning lectures from inaudible or incomprehensible instructors. In our sophistication, we virtually shrug aside the immoral cleric, corrupt judge, incoherent attorney, author who cannot write and English teacher who cannot spell. 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. Have you noticed it? Probably we all have noticed it. 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. 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. But an accompanying letter said, "The new regulations require that such forms cannot be accepted by theDepartment of Education unless they have been registered at the Post Office to ensure safe delivery. 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. I filled out the special forms, enclosed the required documents and complied willingly with all the red tape. 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. The children's education appeared farthest from the administrator mind. 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. 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. 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. 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. De Cervantes When I was a boy I was taught that the men upstairs knew what they were doing. Order This Book! Secure Order Guarantee Item No: 9780061699061Įxcerpt from The Peter Principle: Why Things Always Go Wrong Chapter One: The Peter Principal "I begin to smell a rat." -M. ![]() ISBN: 9780061699061 Publisher: Collins Business Pub. You Save: $6.40 (32%) Availability: Usually ships within 24 hours Format: Hardcover, 192pp. ![]() ![]() The Peter Principle: Why Things Always Go Wrong Laurence J. Peter and Raymond Hull - Leadershop ĭescription and Reviews Read an Excerpt Reader's Index About the Author Table of Contents Customer Reviews Find Similar Items See Also: Business Excerpt from The Peter Principle: Why Things Always Go Wrong by Laurence J. ![]()
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