The first sign of danger is represented by the appearance in the organization’s hierarchy of an individual who combines in himself a high concentration of incompetence and jealousy. Neither quality is significant in itself and most people have a certain proportion of each. But when these two qualities reach a certain concentration — represented at present by the formula I3J5 — there is a chemical reaction. The two elements fuse, producing a new substance that we have termed “injelitance.” The presence of this substance can be safely inferred from the actions of any individual who, having failed to make anything of his own department, tries constantly to interfere with other departments and gain control of the central administration. The specialist who observes this particular mixture of failure and ambition will at once shake his head and murmur, “Primary or idiopathic injelitance”. The symptoms, as we shall see, are quite unmistakable.
The next or secondary stage in the progress of the disease is reached when the infected individual gains complete or partial control of the central organization. In many instances this stage is reached without any period of primary infection, the individual having actually entered the organization at that level. The injelitant individual is easily recognizable at this stage from the persistence with which he struggles to eject all those abler than himself, as also from his resistance to the appointment or promotion of anyone who might prove abler in course of time. He dare not say, “Mr. Asterisk is too able”, so he says, “Asterisk? Clever perhaps — but is he sound? I incline to prefer Mr. Cypher”. He dare not say, “Mr. Asterisk makes me feel small”, so he says, “Mr. Cypher appears to me to have the better judgment”. Judgment is an interesting word that signifies in this context the opposite of intelligence; it means, in fact, doing what was done last time. So Mr. Cypher is promoted and Mr. Asterisk goes elsewhere. The central administration gradually fills up with people stupider than the chairman, director, or manager. If the head of the organization is second-rate, he will see to it that his immediate staff are all third-rate; and they will, in turn, see to it that their subordinates are fourth-rate. There will soon be an actual competition in stupidity, people pretending to be even more brainless than they are.
C. Northcote Parkinson, “Injelititis, Or Palsied Paralysis”, Parkinson’s Law (and other studies in administration), 1957.
August 31, 2014
QotD: Organizational Paralysis
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