at least minimize mistakes. The first of these is The Peter Principle
by Dr Lawrence J Peter (1972); the second is On the Psychology of
Military Incompetenceby Norman F Dixon (1979).
The Peter Principle
In The Peter Principle, Dr Lawrence Peter suggested that in a hier-
archy, individuals tend to rise to the level of their own incompe-
tence. This somewhat pessimistic view was based on his
experience that the system encourages this to happen because
people are told that if they are doing their job efficiently and with
ease, the job lacks challenge and they should move up. However,
as Peter says, ‘The problem is that when you find something you
can’t do very well, that is where you stay, bungling your job,
frustrating your co-workers, and eroding the effectiveness of the
organization.’
The Peter Principle has only been accepted as common par -
lance because it reflects a fundamental problem when assessing
potential. We know, or we think we know, that someone is good
at his or her present job. But does this predict success in the next
one up? Perhaps yes, perhaps no; however, we cannot be sure
because the skills needed by, for example, a first-rate research
scientist are quite different from those required by the leader of a
research team. Technical competence does not necessarily indi-
cate managerial competence.
Beating the Peter Principle – for yourself
Can the Peter Principle be beaten? The answer is yes, but with
difficulty. People don’t usually refuse promotion. If they do, they
become suspect. It is thought that they should be made of sterner
stuff. It is, however, perfectly reasonable to check on what is
involved if you are promoted. You should obtain precise answers
to questions on what you will be expected to achieve, the
resources you will be given to achieve it and the problems you
will meet. If you think these demands are unreasonable, discuss
the job to see if they can be modified.
Don’t take a job unless you are satisfied that you can do it, or at
least that you can learn how to do it within an acceptable period
of time. You can quite properly ask what training and help you
will be given in the early stages. If your predecessor failed, you
can ask what went wrong so that you can avoid making the same
mistakes.
How Things Go Wrong and How to Put Them Right 303