公司将无能的员工提拔到管理层，以限制他们可能造成的破坏。

公司将无能的员工提拔到管理层，以限制他们可能造成的破坏。
Companies promote incompetent employees to management to limit damage they do

原始链接: https://lawsofsoftwareengineering.com/laws/dilbert-principle/

许多工程师分享过一些仿佛出自《呆伯特》（Dilbert）漫画里的轶事：一名平庸的程序员或表现不佳的项目负责人被“提拔”到了管理层或架构师岗位。有时，这类调动并非出于对领导才能的认可，而是为了将“麻烦人物”从关键工作中调离。结果适得其反：公司不仅多了一位无能的管理者，还少了一名开发人员。值得肯定的是，对“呆伯特原则”（Dilbert Principle）的认识让一些组织变得更加谨慎。现代科技公司越来越多地提供双轨制职业发展路径（技术岗与管理岗），以避免强迫优秀的工程师转入管理层。当表现不佳的员工在工程岗位无法胜任时，优秀的公司会尝试辅导或重新分配工作；如果这些方法都无效，他们会选择辞退该员工，而不是将其提升为上司。

对不起。

Many engineers share anecdotes that feel straight out of Dilbert. A mediocre programmer or failing project lead gets “promoted” to a management or architect role. Sometimes these moves are less about recognizing leadership talent and more about getting a problematic person away from critical work. The result is counterproductive: you now have an incompetent manager and one fewer developer.

On a positive note, awareness of the Dilbert Principle has made some organizations more careful. Modern tech companies increasingly offer dual career tracks (technical vs. managerial) to avoid forcing great engineers into management.

When an underperforming employee can’t succeed in engineering, good companies try coaching or reassignment, and if all else fails, let them go rather than make them the boss.

公司将无能的员工提拔到管理层，以限制他们可能造成的破坏。 Companies promote incompetent employees to management to limit damage they do

公司将无能的员工提拔到管理层，以限制他们可能造成的破坏。
Companies promote incompetent employees to management to limit damage they do