The Peter Principle, Why things go wrong by Laurence Peter and Raymond Hull
With foreword by Robert Sutton
Let me have men about me that are fat
Yon Cassius has a lean and hungry look
He thinks too much: such men are dangerous
– Julius Ceasar, Shakespeare
We hire people after our own image. The authors cite Napolean who felt that people with big noses make better leaders. The Retrospective Decision making model predicts that we make decisions intuitively and retrospectively give a reason (possibly logically) for our decision.
We make judgments about people’s competence. Sometimes from brief interactions. The more powerful you are, the more impact. Interviewers sometimes take as fast as 30 sec to form impressions.
The Peter Principle predicts that many people are promoted to their level of competence.
Several examples of signs of people who posses this malady.
Cannot tolerate papers or books on his desk. Probably such piece of paper is reminder that he hates his job. He makes a virtue of his phobia by keeping a clean desk, creating the impression of incredible fast decision making.
Obsessive concern with buildings, planning, construction, maintenance and reconstruction. But unconcerned about the work going on, inside the buildings.
Such as those with a compulsion to build memorial statues.
When i read this tiny book of 161 pages or halved if you put in A4 size, it was amusingly refreshing. Most bizarre types actually exist in organisations especially because the skill sets required for different levels of organisation from technical in front-line supervisors to political skills needed at higher levels of management.
What then is the solution?
As someone interested in productivity, I am curious about how to improve our decision making on promotion and hiring.
Unfortunately, beyond naming the crime as incompetence, this book sheds little light on how to solve the problem.
Perhaps its beyond my competence to read between the lines. Or frankly, no one knows. Management is as much an art as a science.