The Peter Principle is the rule of thumb that individuals will rise to their level of incompetence. That is, an individual in a company or organisation who is competent will be promoted, and once removed from that environment will be discovered to be incompetent in their new role. To quote Laurence Peter, the name sake of the Principle, himself:
"In time, every post tends to be occupied by an employee who is incompetent to carry out its duties." – Peter (1969)
Why, though, is this important to keep in mind as Jedi? For the same reason it is important to keep this in mind traditional Japanese Arts, and the Dan structure. Let us consider its use in martial arts such as Karate and Judo. As one progresses through the Kyu Grades (The coloured belts for junior Grades), and in time, hopefully achieve the Kuro-Obi (Black-Belt) or more importantly recognition as a member of the Yudansha (One with Dan grade) one is given an increasing degree of responsibility. This responsibility often encompasses teaching, coaching, or simply assisting the Chief Instructor of the school. However, let us consider the Judo system of awarding the coveted “Black-Belt”. One must earn the belt through competition, by earning point, to challenge for the rank. Now, one does also need to do a mandatory technical grading, to demonstrate base competencies, but largely the ability to earn the rank is through pure competitive ability.
An advantage of this approach is that the Kyu/Dan system is reflective of the growth of the Judoka as a combat sport player. Judo is a martial art, and martial comes from Mars the God of War, and means something suited to War or to be Warrior like. If one has progressed to be a member of the Yudansha, one is competent in the combat sport of Judo. However, does this make one potentially a good instructor?
Largely, no. Some of the best Judo players I have met have been relatively poor Judoka in terms of skills as a coach, and knowledge of Judo. They have known enough, technically, to pass gradings, but otherwise their ability to win Judo matches came from their athletic ability and a handful of very well-honed techniques. Yet, it is the responsibility of the Yudansha to teach their kohai (juniors), and to be the next generation of leaders and instructors of Judo.
This is where the Peter Principle becomes apparent. The means of achieving the rank and grade are not consistent with the expectations eventually placed on the meaning of the rank and grade. This is true across the board of this ranking system in general. Many Karate, Kempo, Quan Fa, Wushu, Tae Kwon Do, and Gendai Budo Jujutsu schools promote based on the rote memorisation of Kata/Hyeong/Taolu (Forms), demonstration of Self-Defence techniques on compliant partners, and sparring formats which are relatively benign and do not accurately reflect fighting competency. Ultimately, the ranking structure does not effectively reflect fighting ability nor the talents and skills to pass fighting ability along. Simply reaching the coveted status of Yudansha does not make one competent to teach.
The focus of the artist determines the reality of his art. The form competitor can beautifully perform the form, and derive exciting routines which supposedly demonstrate the fighting techniques found in the form, but is that a deep understanding of the form? It is easy to look at movement and derive something from mere observation. It is simple to perform a form with athleticism and good movement. However, a form is a useless thing without fundamental fighting skills. It is not a useful mnemonic device for the rehearsal of combat-based movements if one has no understanding of combat.
The Jedi community suffers from the same fundamental problem. We teach, and explore, a life philosophy that is materially grounded in helping, and serving others. However, we also admire, and respect, self-sufficiency, self-mastery, and competency. We also, however, favour an introverted path which focuses on the inner reality, as much as the outer world. On times, our teachings can appear contradictory. How we promote, or refuse to promote others, can also seem strange and alien. Merely passing a course, or a training, does not constitute the right to be acknowledged as a knight or master. The judgement of one’s peers as to how well you reflect an abstract sense of “knightliness” or “masterfulness” must be passed as well.
It is this last quality where we fall victim to the Peter Principle. In the Fiction, the role of teacher and mentor was the role most sacred and integral to the Jedi. One was judged a Master by one’s success in training a Padawan to the rank of Knight, as much as by one’s knowledge and Power in the Force. The relationship between a Jedi and his or her teacher was also the greatest guard against the Dark Side, as well as the weakness by which its temptations could overcome a Learner. Similarly, since the earliest time of Jedi, and Force, Realism the role of mentor and teacher has been the mark of the Knight and Master. Those remembered by history, are those who were the architects of the foundation of the Jedi way. It has also been the source of the greatest turbulence.
We know not all are meant to be teachers, and still that is how we think of the rank of Knight and Master. We are still given to the thinking of Einstein: “If You Can’t Explain it to a Six Year Old, You Don’t Understand it Yourself”. This is not necessarily a bad thing, as frankly if you cannot explain the Jedi path in simple terms you do not understand what it means to be a Jedi. However, to return to the initial statement that we are not all meant to be mentors.
Mentoring takes the development of many skills, and the possession of personal qualities, that are not necessarily cultivated by the fundamental teachings of the Jedi path. The ability to have a deep meaningful mentoring relationship, built upon helping another human being grow is a difficult task I doubt many Jedi are capable of. Not because I believe there are many incompetent Jedi, but because I know it is a difficult path. One of heart and meaning, but one hard to walk.
Yet, we magically expect these skills of Knights and Masters, although we rarely promote or acknowledge them based on that quality. We judge knights and masters on their self-mastery, and competency. We should not presume or embolden knights and masters to presume that their rank grants them any new talents of instruction that they had before.
Why do so many people fail at the critical juncture of apprenticeship? Many simply discover they do not have the qualities to be a Jedi, but many also suffer from incompetent mentors. This comes from a lack of training, but also a lack of quantitative expectations. Jedi training cultivates awareness, competency in helping others, and self-mastery but those are not the building blocks of a Mentor. Empathy, not merely sympathy, and the capacity to challenge a student are the core skills of a mentor. However, many Jedi lack these qualities. Our demand for a Jedi to be a Jedi can blind us to being helpful to our peers and companions. We can often demand people be better, rather than offer a way to be better. In times of tragedy we are quick to offer sympathy, and perhaps solutions, but rarely do we simply listen. A Jedi picks themselves up and moves forward, yes, but we can do so much better than pointing out the obvious.
Similarly, we can be quick to challenge misconceptions, and challenge people’s views; especially when they are critical of our peers and people we respect. However, challenging is a skill that takes patience and practice. It takes nuance, and more importantly it takes knowing the views and behaviours of whose ideas you are challenging. Arrogance, defensiveness, and the like can very quickly prevent you being effective in challenging the thinking of another.
To bring this full cycle to the Peter Principle, and the Dan system comparison; people spend their initial training as a Jedi learning one set of skills, to often be promoted to a new role demanding an entirely new set of skills. One requiring leadership qualities, and the mindset of a mentor. This is not effective, and it is why the different roles of Guardian, Healer, and Mystic exist. The reality is that on promotion one must learn how to best use their skills, and how to pass them on. You might not be a mentor and leader by nature, but are you someone who understands their path, and can write with authority on it? You need not be a personal mentor, but you could be a content creator. Are you a successful mentor? Have you considered mentoring a mentor to be? Taking an understudy and assistant to help you as a teacher. There are many ways to embody the role of the teacher, but maybe not dive head-first into being a mentor to a Padawan/Apprentice. The Way of the Jedi is a life-path, we have the compass to guide us on what it means to be a Jedi, but how we embody being a Knight or Master is on us. Pursue excellence in the sphere which allows you to grow, and help others grow.
This is where the final, dark, and uncomfortable truth must be stated. We do not always promote people based on competency in the Jedi Path, and we do not always put people with the right skills into the right roles. All Jedi groups suffer from the same problem; they are all volunteer organisations. Often, the people we see promoted to different roles, and ranks, are the people who have put the time in and have been by the powers that be to be active, rather than the people with the best skills and qualities for the role. Therefore, I would ask people to have a degree of mercy when it comes to the leadership of their groups. You do not know the battles they are facing, and you must keep in mind they got where they did in the organisation due to their obvious passion for the work. Never be afraid to critique, and point out issues, but also focus on solution and growth-based thinking. If you only ever look for the negatives, and speak on the negatives, that is all people will find in your words and all you will ever find in your path.
Also, keep in mind that we are a community of volunteers (Mostly). Most of us are not paid to deal with bullying, rudeness, or evident contempt. Even those of us who do take money for a service (Such as Armonia’s online school) we would still be taken aback if we were subjected to treatment as mentioned above by a student. Our community is only as harmonious as its most distinct character.
“There is no instance of a country having benefited from prolonged warfare” – Sun Tzu
This is true of any semblance of a community. No community thrives from disharmony, and out and out conflict. A community can thrive from distinct differences in views, and multiple perspectives, but only among those who at the end of the day recognise those differences as superficial compared to the grand aims. Who can put aside differences as moot when it comes to maintaining friendship. This, again, comes down to the Peter Principle. Someone who is unfit to be part of a community that is built upon mutual responsibility, and leadership, is unfit to be a Jedi and is unfit to be promoted, yet I have seen it happen and I suspect readers can think of examples where they have seen it happen.
It is on this that I wish to end this discussion:
1. To those in charge of promoting; define well what you mean by your ranks and define well your expectations. Is your model of training setting people up to fail the moment they are promoted?
2. To those seeking to understand the ranks or feel frustration. Keep in mind the Peter Principle, and keep in mind that our community is run by those with a passion for it. They are not experts or professionals and you cannot extend those expectations to them. They must find a balance between the digital world, and life.
3. Seek to be a friend to your peers. Only by mutual respect, and admiration, can we have a growth orientated community. If you cannot be a friend to those in your community then why stay?
Also, seek the positives and not only the negatives. If we only seek problems we will only find problems. You inevitably find what you are looking for.