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am 23. Januar 2000
I read the Peter Principle years ago and have read through it frequently ever since. My first time was while still in the military and it explained to me, a great deal of the things I saw go wrong. It left an impression upon me that lasted throughout my career and which still helps me today. It explained clearly why I was so frustrated with the way things had begun to deteriorate so badly once I was into the second half of my career. And it helped me to make certain career choices that I still believe to day were the most beneficial decision I could have made at the time, and I was glad I had that knowledge to consider.
Dr. Laurence and his associates hit the nail right on the head in describing the failing principles, due to the Peter Principle of our Political system, our Judicial System, and much more. On the whole we do promote to incompetence and it is our number one failing.
From the military point of view there are quite a few additional contributing factors, all Peter Principle related, which resulted in a decline in the American Military. Which include the radical feminist movement, promoting for gender rather than merit, the radical quota promotions, promoting by race, rather than merit, and our leader's failure to stand firm for core values.
The up or out policy is the epitome of the Peter Principle, as is the guaranteed promotion policy, and the reenlistment bonus program which has been a great failure. Of course this book applies to all walks of life and even applies to our Present White House occupant and many of our congressional members. And will apply to many of those running for political office today.
The Peter Principle is a must read for the student of our American social, political and judicial decline and what horror is in store for us in the twenty first century if we do not recognize the beast and kill it before it becomes unstoppable, which it may already be. A great read.
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am 10. Februar 2000
The author hit the nail on the head when he discovered this principle! After years of pondering whether it's just me or if there really is such a thing as companies with huge percentages of incompetent managers, I finally feel relieved to know that I was not 'just imagining' things. The book made me take a hard look at myself and question whether I had reached my own level of incompetence, and based on the case studies in the book I started analyzing what WOULD make me reach my level. One thing I would have like to read more about is how those of us who have not yet reached their level of incompetence, can better manage the struggle with those who have reached their level and make our work days miserable.
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am 10. Dezember 1997
"The Peter Principle; why things always go wrong" by Dr. Laurence J. Peter and Raymond Hull, William Morrow & Company, Inc., New York, 1969, 179 pages in paperback. The Peter Principle: In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence. The author provides an insightful analysis of why so many positions in so many organizations seem to be populated by employees who exhibit signs of incompetence. A most disturbing concept since we all tend to all rise to our own level of incompetence. This concept is likely to be ignored by most senior managers and consultants since to admit it is to admit that we may also be at our own level incompetence. Ignorance is bliss? The end result is that non-growing companies are more likely to have incompetent employees at many levels of the organizational structure whereas growing companies add new positions and employees so fast that the inevitable results of the Peter Principle may be forestalled as long as growth continues. "Employees", as the author points out, "do not want to be incompetent", but when management offers promotions that put the employees into their level of incompetence, the employees have no way of knowing that ahead of time. After all, if the offer is made it is because management "knows" the employee can do the job competently. Many managers are at their level of incompetence thus they make these poor selections.
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am 19. Juli 2000
This book's subject has been described as "satirical sociology". It's a rather short book that consists of made-up stories about administrative and business hierarchies. Some (if not all) of them are based on true events. Mr. Peter has given his characters funny names and the stories make you laugh frequently, but actually the message of the book is very serious. Mr. Peter demonstrates that endless climbing higher and higher is bound to lead your life into a dead end.
The book's fun to read and, in my opinion, delivers really valuable knowledge. It helps you to stand hold to the pressure from the environment that is telling you that when you are not successful with something, you just need to keep trying harder and investing more. Mr. Peter helps you realise why this won't work.
I have heard that some US government institutions are actually applying Mr. Peter's discoveries in their organization.
If you liked "Parkinson's Law", you'll enjoy this book as well. (And vice versa.)
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am 4. Oktober 2009
Es liegt in der Natur der Sache, dass Hierarchien von unten nach oben erklommen werden. Der Aufstieg wird in der Regel als Instrument und Belohnung für gute Arbeit angesehen. Es liegt auf der Hand, dass aus einem Pool nur die Besten Karriere machen, die anderen bleiben auf der Stufe stehen. Die Autoren basteln da eine Theorie rum, die man zum Teil schmunzelnd liest. Interessant ist, dass das Prinzip wohl nach wie vor Gültigkeit hat und täglich beobachtet werden kann. Die, die sich dabei ertappt fühlen, finden das sicher nicht lustig!
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am 3. August 2012
Ein tolles Buch. Der Schriftsteller hat schon irgendwie recht, obwohl er manchmal ein Bisschen übertreibt. Aber dadurch macht er den Standpunkt klar, und wird es nie langweilig.
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am 6. November 1998
The darkly humurous Peter Principal itself is easy to understand and witness in life. I mostly agree with the presentation of it. Fine. Write a pamphelt and be done with it? No, append more material and sell books, no matter how forced the extra bulk is. The book really gets tiresome when Peter tries to quantify and name (after himself) almost every aspect of organizational beheavior (real or otherwise). Nothing can be as precisely packaged as this diatribe attempts to do.
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am 17. Juni 1999
the peter principl
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