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
Peter principle assumes that people are promoted because they are competent, and that the tasks higher 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 likely remain at, a job at which he or she is incompetent. I
Peter Principle, Laurence J. Peter explains “percussive sublimation”, the act of “kicking a person upstairs” (i.e., promoting him to management) to reduce his interference with productive employees.
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 who rank lower.