or the Peter Principle Revisited
Reprinted from a Chicago Tribune article by By Clarence Petersen printed December 15, 1985:
Enlarging upon his principle that in a hierarchy people are promoted until they reach their level of incompetence, Peter begins by telling how he avoided promotion to chairman of the education department at the University of Southern California through “creative incompetence”—the technique of being deliberately incompetent in something irrelevant to your area of accomplishment. To relieve the pressure of repeated urgings to take the job, Peter began to park his car in the dean`s space once a week. The offers stopped. He goes on to articulate 10 apparent exceptions to the Peter Principle, 24 corollaries (‘For every job there is someone, somewhere, who can’t do it; given enough promotions, that someone will get the job,” “All useful work is done by those who have not yet reached their level of incompetence.”) and Peter’s Sexist Principle: Most hierarchies were established by men who monopolized the upper levels, thus depriving women of their rightful share of opportunities to achieve their own levels of incompetence. Given a fair chance, however, women are up to the task, as in the case of the women of Ortow, England, where the men banned them from the local pub. In protest, the women announced they would boycott the pub.