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Contents. Definition In the says that 'leadership is nature's way of removing morons from the productive flow'. Adams himself explained, I wrote The Dilbert Principle around the concept that in many cases the least competent, least smart people are promoted, simply because they’re the ones you don't want doing actual work. You want them ordering the doughnuts and yelling at people for not doing their assignments—you know, the easy work. Your heart surgeons and your computer programmers—your smart people—aren’t in management.

That principle was literally happening everywhere. Adams explained the principle in a 1995 article. Adams then expanded his study of the Dilbert principle in a 1996 book of the same name, which is required or recommended reading at some management and. In the book, Adams writes that, in terms of effectiveness, use of the Dilbert principle is akin to a band of gorillas choosing an alpha-squirrel to lead them.

The Dilbert Principle, by Scott Adams Reviewed by Suzanne S. Barnhill Fairhope Public Library. The Official Dilbert Website featuring Scott Adams Dilbert strips.

The book has sold more than a million copies and was on the New York Times bestseller list for 43 weeks. Adams' presentation of the principle is —facetious but also addressing a real-world concern. Comparative principles The Dilbert principle is comparable to the. As opposed to the Dilbert principle, the Peter principle assumes that people are promoted because they are competent, and that the tasks higher up in the hierarchy require skills or talents they do not possess. It concludes that due to this, a competent employee will eventually be promoted to, and then remain at, a position at which he or she is incompetent. In his book, The Peter Principle, explains 'percussive sublimation', the act of kicking a person upstairs (i.e., promoting him to management) to get him out of the way of productive employees.

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The Dilbert principle, by contrast, assumes that hierarchy just serves as a means for removing the incompetent to 'higher' positions where they will be unable to cause damage to the workflow, assuming that the upper echelons of an organization have little relevance to its actual production, and that the majority of real, productive work in a company is done by people lower in the power ladder. Unlike the Peter principle, the promoted individuals were not particularly good at any job they previously held, so placing them in a supervisory position is a way to quietly remove them from the workforce without actually firing them, rather than a reward for meritorious service. An earlier formulation of this effect was known as. See also. References. November–December 2002. Archived from (PDF) on February 6, 2009.

Retrieved April 23, 2011. Adams, Scott. 'Manager's journal: The Dilbert principle.'

Scott Adams The Dilbert Future

Wall Street Journal New York, N.Y. 22 May 1995, Eastern edition: A12. Wall Street Journal. Haas School of Business.

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University of California, Berkeley. Archived from (PDF) on March 13, 2012. Retrieved October 17, 2015.

University of Colorado Boulder. March 16, 2001. Archived from on September 22, 2006. Retrieved October 17, 2015. Archived from on February 20, 2003.

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Retrieved 2010-02-09. Washington State University. Archived from on February 9, 2010. Retrieved October 17, 2015.

Further reading.