| Subject: The Peter Principle Re: ((( Top Secret Extraterrestrial Information ))) UFOs // MP3s // Videos. |
| From: www.freedomtofascism.com |
| Date: 15/04/2007, 00:37 |
| Newsgroups: alt.alien.research,alt.alien.visitors,alt.astronomy,alt.paranet.ufo,sci.skeptic |
On Sun, 15 Apr 2007 00:21:52 +0100, Phineas T Puddleduck
<phineaspuddleduck@gmail.com> wrote:
In article <m2o223hpgrm81d11igel5dj5u9fuln6i5p@4ax.com>,
www.freedomtofascism.com <truth@r.us> wrote:
On Sat, 14 Apr 2007 17:17:36 +0100, Phineas T Puddleduck
<phineaspuddleduck@gmail.com> wrote:
In article <j3s1231aof2d96ll0vtbboumourpop32go@4ax.com>,
www.freedomtofascism.com <truth@r.us> wrote:
Hint-> The OBVIOUS answer is that the extraterrestrials have existed long
before human beings existed. I suggest since they were around long before
your race existed, that they will be around after your civilization of
killers is gone.
Piss off Alexa
Thanks for proving you're incompetent.
We all knew that to begin with anyway.
They just made you THINK that...
No you're just too stupid to realize you're incompetent.
You don't have the skills to accomplish what you've been tasked to do, nor
do you have the brain power or the resources or the technological
understanding.
Whomever hired you to do the alleged job you have is a moron. And that
makes you a moron's helper.
Peter Principle
The Peter Principle is a colloquial principle of hierarchiology, stated as
"In a hierarchy every employee tends to rise to his level of incompetence."
Formulated by Dr. Laurence J. Peter in his 1968 book of the same name, the
Peter Principle pertains to the level of competence of the human resources
in a hierarchical organization. The principle explains the upward, downward,
and lateral movement of personnel within a hierarchically organized system
of ranks.
On a personal level, the practical application of the Peter Principle is
that it allows assessment of the potential of any given employee for a
promotion to a higher rank on the basis of job performance in his or her
current position. It states that members of a hierarchical organization are
eventually promoted to their highest level of competence, after which
further promotion raises them to a level at which they may become
incompetent. Such a level is called the employee's "level of incompetence",
at which the employee has a dismal or no chance at all of being promoted any
further, thus achieving the ceiling of his or her career growth within a
given organization.
The employee's incompetence is not necessarily exposed as a result of the
higher-ranking position being "more difficult" — it may be simply that the
position is different from the position in which the employee previously
excelled, and thus requires different skills, which the employee may not
possess. An example used by Peter involves a factory worker whose excellence
at his work results in him being promoted into a management position, in
which the skills that got him promoted in the first place are no longer of
any use.
One way that organizations attempt to avoid this effect is to refrain from
promoting a person until that person already shows the skills or habits
necessary to succeed at the next higher position. Thus, a person is not
promoted to manage others if he or she does not already display management
abilities. The corollary of this is that employees who are dedicated to
their current jobs will not be promoted for their efforts, but might get a
pay raise instead.
One complication is that competent employees will often pretend to be
incompetent. The simplest reasons for this might be to avoid the jealousy of
coworkers and/or to annoy managers. A more complex reason would be to avoid
being promoted to a management position (Peter referred to this as "Creative
Incompetence"). (This is especially common in industries such as big box
retail chains where managers' base pay is rather low, and where they are
"exempt" employees who are not entitled to overtime pay. It may often happen
for cultural reasons, such as a strong indentification with the working
class leading to someone to wish to stay in a working class job rather than
"selling out", or the disdain some highly-skilled workers have for
management decisions leading them to avoid management roles.) Companies
which practice performance improvement techniques often find that employees
will deliberately leave room for improvement by starting out at less than
peak effectiveness and only ramp up to full productivity later. Employees
will also deliberately underperform in order to keep quotas and other
expectations from being set too high.
A second complication that entry level jobs that are detail oriented and
restrictive "favor" detail oriented individuals, while hindering creative
and innovative individuals (by both definition and necessity, "entry level
jobs" tend to be the jobs that fulfill the "assembly line" role of an
organization, and thus the most creative and innovative employees start at a
"position of incompetence"). The detail oriented individuals are thus
promoted over the creative employees. Often these creative employees are
incapable of showing their strengths due to the structured and restrictive
environments, and are tagged as "bad employees". The reality is that these
creative employees may be more suited to the management positions, but
because they are unable to utilize their strengths in the positions they
hold, they never make it to management, and the innate flexibility and
innovation needed for management is often lost. The end result for an
organization as a whole is that the organization is prone to collapse when
the number of incompetents among its ranks reaches a critical number,
resulting in the inability of the organization to perform its functions.
Peter himself suggested that a way of addressing the problem is by means of
class, or caste (social stratification). Let us say that we declare an
essentially random selection of people to be of the "boilermaker" caste. In
that group, there will certainly be one or two persons who will be excellent
boilermakers. Thanks to the lack of social mobility they will reach the top
of the boilermaker caste and never be promoted out of it, and so the society
in question will always have the services of a few very decent boilermakers
— although not necessarily the very best possible. Thus, while social
stratification seems dysfunctional, it is actually very functional indeed.
In a similar vein, some organisations recognise that technical people may be
poor managers, and so provide career paths whereby a good technical person
may eventually make as much money as a good manager — a reversal of the
notion that a manager must always make more money than their subordinates.
Although written in a lighthearted manner, Peter's book contains many
real-world examples and thought-provoking explanations of human behavior.
Similar observations on incompetence can be found in the Dilbert cartoon
series (such as The Dilbert Principle).
In 1981 Avalon Hill made a board game on the topic titled "The Peter
Principle Game." [1]
http://en.wikipedia.org/wiki/Peter_principle