The Peter Principle : Why Things Always Go Wrong [Paperback]

Laurence J. Peter (Author), Raymond Hull (Author)

Book Description

Publication Date: August 19, 1998

This bestselling business classic of more than twenty-five years' duration is a dead-on account of why boredom, bungling, and bad management are built into every organization. Through hilarious case histories and cartoons adapted from Punch, Dr. Peter shows how America's corporate career track drives employees relentlessly upward -- until they get promoted into jobs they just can't do and wind up desperately treading water, driving their colleagues crazy, and dragging down productivity and profit.

Editorial Reviews

Review

“The Peter Principle has cosmic implications.” (The New York Times )

“[The Peter Principle] has struck a throbbing public nerve... a minor cultural phenomenon and its title phrase, like Parkinson’s Law, is certain to enter the language.” (Life magazine )

“Ruefully delightful ... excruciatingly applicable—and fun to read” (Playboy )

About the Author

Before Dr. Laurence Peter's death in 1988, he was a professor of education at the University of Southern California and at the University of British Columbia.

Raymond Hull lives in British Columbia.

Product Details

• Paperback: 192 pages
• Publisher: Harper Perennial (August 19, 1998)
• Language: English
• ISBN-10: 0688275443
• ISBN-13: 978-0688275440
• Product Dimensions: 8.2 x 5.3 x 0.5 inches
• Shipping Weight: 1.6 ounces
• Average Customer Review: 4.4 out of 5 stars  See all reviews (42 customer reviews)
• Amazon Best Sellers Rank: #1,266,169 in Books (See Top 100 in Books)

Customer Reviews

Most Helpful Customer Reviews

21 of 21 people found the following review helpful:

5.0 out of 5 stars Right on the money, July 29, 2005

By 

Coup D'Amazon - See all my reviews

This review is from: The Peter Principle (Hardcover)

In the first chapter of the book, after a few examples of his principle in action, Laurence Peter proposes his Peter principle: "In a hierarchy every employee tends to rise to his level of incompetence." He proceeds to take the reader on a journey through the nascent field of "hierarchiology," defining the necessary terms as he goes along. He provides superb insight into why the hierarchies and bureacracies of the world are so inefficient and are becoming increasingly so, why successful people are often unhappy in their jobs and why the most talented people often proceed through their careers without material reward. Peter's observations are funny, but alarmingly true. An excellent resource for the armchair sociologist - highly recommended.

17 of 19 people found the following review helpful:

4.0 out of 5 stars Looks satirical but is actually quite serious, July 19, 2000

By 

Drifter Invisible (Estonia) - See all my reviews

This review is from: The Peter Principle (Hardcover)

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.)

13 of 14 people found the following review helpful:

5.0 out of 5 stars Telling It, Like It Is, October 26, 2008

By 

K. Johnson (US/Asia) - See all my reviews
(VINE VOICE)    (REAL NAME)   

This review is from: The Peter Principle: Why Things Always Go Wrong (Hardcover)

It's interesting yet perplexing, that when I studied Public Administration (yawn), we studied German economist and sociologist Max Weber, but never once, did our courses include the work of Laurence Peter. They should have.

The "Peter Principle" was written in 1969, but you'll realize immediately it's still very accurate and useful today. Many anecdotes and case studies may remind you of yourself, someone, or some people you've worked with. There are illustrations, diagrams, charts, graphs, and the ever-present Bell Curve. There are too many good things in this book to list. It's also a quick and easy-read.

The author's background is very relevant to the credibility of this book, which in my opinion, is a true classic. Laurence J. Peter received an Ed.D from Washington State University and had extensive experience as a teacher, counselor, school psychologist, prison instructor, consultant, and university professor. (I don't know much about the other author, Raymond Hull.) Here a a couple of concepts from the many things in the "Peter Principle."

Push & Pull:

Two different ways to "move up." No reason to go into detail, but a person pushing upward usually will not get the result of a person who's "pulled up from above." My favorite quote in the "Peter Principle" is on the "Push & Promotion" chapter on page 63:

"Never stand when you can sit; never walk when can ride; never Push when you can Pull."

Judging the competence of an employee:

Outsiders usually don't judge your performance. In general, your superior does. So if you have a:

Competent superior:

If a superior is competent they evaluate his/her subordinate by the usefulness of work. Performance. Output.

Incompetent superior:

If a superior is incompetent they will often judge the subordinate by "behavior that supports the rules, rituals, and forms of the status quo. Promptness, neatness, courtesy to superiors...." This is evaluating input, not output.

Creative Incompetence:

Most of us have witnessed and perhaps experienced a happy and talented person doing well at what they do in the workplace. Because of his/her optimum performance they're offered a promotion. A raise, yes. But also more stress, more time consumed, more responsibilities, and often new duties and skill-sets needed at the new position.

Some employees understand that in their particular circumstances the negatives outweigh the positives of a promotion. When realize they are next in line, or close to getting that promotion they don't want, they have (at least 2) options:

One, carefully refuse the promotion, while vocalizing that he/she is still committed and dedicated to the company, etc. This is called "Peter's Parry," and is not recommended by the author for most (but not all) employees.

The second option for the employee to avoid advancement, is not by refusing promotion but by intentionally doing minor and forgivable mistakes that will cause him/her to never be offered a promotion, but retain the current position. This is ---> Creative Incompetence. The author offers some techniques in the sub-section of this chapter for successfully executing Creative Incompetence. Peter states it's important that one conceal the fact that they want to avoid a promotion.

Again this book is almost 40 years old. Some of the individual (worker) values and the corporate climate has changed since then. But in private, public, and non-profit organizations, we see many of Peter's situations today. Too many.

HEALTH & HAPPINESS AT ZERO PQ:

When someone reaches his/her level of incompetence (called Peter's Plateau) the Zero PQ - Zero Promotion Quotient - 0% chance of a promotion exists. Understanding when one reaches the point of Zero PQ is very important. Many employees don't recognize when they hit it, and sometimes when an employee hits the ceiling he/she thinks it's incompetence, inferier skills, or lack of production, when it might actually be politics. They think they are not working "hard enough," or good enough. This person pushes harder by working longer, skipping breaks, and going the extra mile. These are the symptoms of ---> Final Placement Syndrome.

Have you ever witnessed or even experienced Zero PQ at work?

In organizations (i.e., hierarchies) people get promoted as long as they continue to be competent. Eventually they are promoted to a position in which their skills are not adequately applicable for their new position. Therefore other employees at the same level or below carry out the tasks, because these "other employees" have not hit their level of their incompetence, yet.

The Chapters are worthy of listing because they do highlight the points and topics in the book:

1. The Peter Principle

2. The Principle in Action

3. Apparent Exceptions

4. Pull & Promotion

5. Push & Promotion

6. Followers & Leaders

7. Hierarchically & Politics

8. Hints & Foreshadowings

9. The Psychology of Hierarchiology

10 Peter's Spiral

11 The Pathology of Success

12 Non-Medical Indices of Final Placement

13 Health & Happiness at Zero PQ

14 Creative Incompetence

15 The Darwinian Extension

There are numerous sub-chapters within the chapters, as well. This is a practical book with many anecdotes we've seen in real life. The "Peter Principle" can help corporate hierarchical rejectionists and corporate minions alike. A great glossary and chapter index is in the back of this classic.