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For two decades, technical communicators have turned to TechWhirl to ask and answer questions about the always-changing world of technical communications, such as tools, skills, career paths, methodologies, and emerging industries. The TechWhirl Archives and magazine, created for, by and about technical writers, offer a wealth of knowledge to everyone with an interest in any aspect of technical communications.
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"RIGHT PERSON-RIGHT JOB; GUESS OR KNOW, The Breakthrough Technologies
of Performance Information" by Chuck Russell. Mr. Russell defines job fit
as "the degree to which the candidate?s cognitive abilities, interests, and
personality dynamics fit those required by the position."
"Soar with your Strengths", by Donald O. Clifton & Paula Nelson A Dell
Trade Paperback, 1992, 193 pages paperback. The authors point out the
futility of trying to make our employees, our loved one, etc., into
something they are not. Why do we try so hard to make a rabbit swim,
when we know very well they do not like being in the water? It speaks more
to
the needs of the trainer than to the needs of the rabbit. The same
applies to managers when they try to force fit an employee into a job.
"The Peter Principle; why things always go wrong" by Dr. Laurence J.
Peter and Raymond Hull, William Morrow & Company, Inc., New York, 1969, 179
pages in paperback. The Peter Principle: In a Hierarchy Every Employee Tends
to Rise to His Level of Incompetence. The author provides an insightful
analysis of why so many positions in so many organizations seem to be
populated by employees who exhibit signs of incompetence. A most
disturbing concept since we all tend to all rise to our own level of
incompetence.
This concept is likely to be ignored by most senior managers and
consultants since to admit it is to admit that we may also be at our own
Level incompetence. Ignorance is bliss?
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