Peter Principle, now 40, Simple Competence

Peter Principle is a classic and has reached 40 years.

The Peter Principle is the principle that "In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence." While formulated by Dr. Laurence J. Peter and Raymond Hull in their 1968 book The Peter Principle, a humorous treatise which also introduced the "salutary science of Hierarchiology", "inadvertently founded" by Peter, the principle has real validity. It holds that in a hierarchy, members are promoted so long as they work competently. Sooner or later they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain, being unable to earn further promotions. Peter's Corollary states that "in time, every post tends to be occupied by an employee who is incompetent to carry out his duties" and adds that "work is accomplished by those employees who have not yet reached their level of incompetence".

Businesweek has an article about hitting 40.

The Peter Principle Lives

Now 40, The Peter Principle resonates even more today, when a lust for accomplishment has led an unprecedented level of incompetence

Illustration by Richard Mia

By Robert I. Sutton

The Peter Principle, about to be reissued in a 40th anniversary edition, was a best seller when it was first published. A satiric treatise on workplace incompetence, it touched a nerve with readers because it was so funny. And so true. Much like the film Office Space, NBC's The Office, and Scott Adams' Dilbert comic strips, this book by Laurence J. Peter (a former teacher) and Raymond Hull (a playwright) captured the twisted logic of workplaces—tapping into how ridiculous they feel to insiders. It gleefully emitted a cloud of jargon monoxide and absurd advice as it reached its famous main conclusion: "In a hierarchy, every employee tends to rise to his level of incompetence."

There are good ideas on how to run green programs in the data center.

The cure for our malady? We should return to what Dr. Peter wanted: rewarding ordinary competence and being wary of feats that come too easily. Perhaps the late Ray Kroc is the right role model here. One of his first steps in building the McDonald's empire was to run his own outlet—he cooked, cleaned bathrooms, picked up the trash. The focus on doing ordinary things well was, he believed, key to McDonald's success.

Simple competence was central, too, for former U.S. Marine Lieutenant Donovan Campbell, who led a platoon in bloody street battles in Iraq. As Campbell's account, Joker One, tells us, he earned his men's respect and protected them through simple acts: training them to get in and out of a Humvee quickly, reminding them to eat, and arguing with superiors when those under his command were unnecessarily put in harm's way.

Finally, consider how Captain Chesley Sullenberger III explained his astounding emergency landing of US Airways (LCC) Flight 1549 in New York's Hudson River in January. "I know I speak for the entire crew when I tell you we were simply doing the jobs we were trained to do," he said. As Dr. Peter might have observed, there were no pretenders, blowhards, or shared delusions that day, just the deftly coordinated actions of people who had not reached their level of incompetence.

Keep this last sentence in mind to judge how your green programs are working.

As Dr. Peter might have observed, there were no pretenders, blowhards, or shared delusions that day, just the deftly coordinated actions of people who had not reached their level of incompetence.