>>Hector;
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>>I agree with you but even when management and some clients I have had are made aware of these facts - they could care less. Do not ask me why because I have asked these "non believers" and they do not have an answer!
>>
>>What is interesting to me is these features have been around for several years and are still "unknown" to those that make decisions.
>
>You somehow think management/decision makers base their decisions on facts and well founded principles. Have you not heard the phrase, rising to one's own level of incompetence? < bg > The higher up you get, the more political the position becomes. The degree of politicization is inversely proportional to rationality. < g >

Mark;

How true, how true! A friend of mine once told me: "Our problem is - we just don't see the 'Big Picture'"!

For those that do not understand that remark, it is the common workers in the trenches that best understand the problems and solutions that a company “enjoys”. Management is there to “guide” the company on it’s trip through time. Some companies survive in spite of gross incompetence, which may seem amazing but must have some reason in fact. I attribute this to an outstanding job done by the “grunts” and a customer need for the product or service represented.

The term Peter Principle comes to mind: The original principle states that in a hierarchically structured administration, people tend to be promoted up to their "level of incompetence". However, I have advocated the reverse Peter Principle and that is - surely if a person is found to be incompetent at his/her present level, they should be promoted. I have seen this done in management in large corporations as well as small mom and pop companies – to get rid of a person that was unable to perform well at a particular position, they should be promoted. The result of the promotion is known – they fail again and are thus promoted. Thus the incompetent will rule the earth while the rest of us criticize them.

Remember there are more Indians then there are Chiefs!

Tom