> Why should we find it surprising that when workers are promoted into a role with a greater -- and often vastly different -- responsibilities than what they ha

> Why should we find it surprising that when workers are promoted into a role with a greater -- and often vastly different -- responsibilities than what they have experience with, they are not immediately competent? I think we all agree with you in this regard. However, that's not what The Peter Principle is about. It agrees that most people can handle their promotions, even if it takes time. It is an observation on occasions where people _stop_ getting promotions. The point being made is that people stop getting promoted once they are put in a position they are not capable of performing well. If they _are_ capable of performing well, they will likely be promoted again, and later again, until promoted to a role not fit for their skillset. So it is not so much a commentary on competence as it is on circumstance, but circumstance that many systems are designed to allow or even encourage.