
Why do competent employees become incompetent managers? The 1969 #1 bestseller that coined "The Peter Principle" - people rise to their level of incompetence - remains shockingly relevant today, revolutionizing how organizations view promotion and hierarchy.
通过作者的声音感受这本书
将知识转化为引人入胜、富含实例的见解
快速捕捉核心观点,高效学习
以有趣互动的方式享受这本书
Ever wondered why so many people seem terrible at their jobs? It's not your imagination. When Laurence J. Peter published "The Peter Principle" in 1969, he captured a universal truth that resonated so deeply it became embedded in our cultural lexicon. Even Warren Buffett cites it as a key insight for evaluating management. The principle is devastatingly simple: "In a hierarchy, every employee tends to rise to his level of incompetence." This explains the widespread inefficiency we encounter daily - we systematically promote people until they can no longer perform effectively. Through studying hundreds of cases across various fields, Peter discovered that promotions are typically based on performance in current roles, not aptitude for new positions. Once someone reaches a position exceeding their capabilities, they remain stuck there indefinitely, creating a workplace where "in time, every position tends to be filled by someone incompetent to perform its duties." The actual productive work gets accomplished only by those who haven't yet reached their level of incompetence.
将《The Peter Principle》的核心观点拆解为易于理解的要点,了解创新团队如何创造、协作和成长。
将《The Peter Principle》提炼为快速记忆要点,突出坦诚、团队合作和创造力的关键原则。

通过生动的故事体验《The Peter Principle》,将创新经验转化为令人难忘且可应用的精彩时刻。
随心提问,选择声音,共同创造真正与你产生共鸣的见解。

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