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From air traffic controllers to corporate boardrooms, DEI programs are now entrenched in some of the most critical positions in the nation, raising concerns about whether this emphasis on diversity is displacing an emphasis on competence.

DEI and the Peter Principle: A Recipe for Failure

One of the key conservative critiques of DEI initiatives is that they often prioritize identity over qualifications. This can lead to what is known as the Peter Principle, where individuals are promoted based on factors other than merit until they reach a level of incompetence. The Peter Principle is the concept that people in a hierarchy tend to rise to their “level of incompetence”—that is, they are promoted based on their performance in their current role rather than their ability to succeed in the next one.

In the context of DEI, the concern is that individuals from underrepresented groups may be elevated to positions they are not fully prepared for, not because they are the most qualified candidate, but because they meet certain diversity quotas. This is not to say that individuals from minority groups are inherently unqualified. The issue is that when DEI becomes a primary focus, companies and government institutions risk prioritizing diversity at the expense of competence.

In such cases, individuals who are not fully qualified may struggle in their roles, leading to poor outcomes for the organization and for the individual themselves. Rather than empowering minority candidates, this approach can set them up for failure. Moreover, it can breed resentment and frustration among more qualified individuals who are passed over, leading to a toxic workplace culture where merit and hard work are devalued.

The Case of Air Traffic Controllers and Pilots

One of the most concerning examples of DEI in action involves the nation’s air traffic controllers and pilots. These are roles where mistakes can have life-or-death consequences. Yet, recent reports indicate that DEI is playing a role in the hiring and promotion of individuals in these positions.

The Federal Aviation Administration (FAA) has implemented diversity hiring initiatives that have sparked controversy, particularly in the selection process for air traffic controllers. Critics argue that prioritizing diversity over competence in such a critical field is a dangerous gamble. The role of an air traffic controller requires immense skill, precision, and the ability to handle high-pressure situations. Even a minor error can lead to catastrophic results.

The same holds true for pilots. While airlines have also embraced DEI initiatives, there are concerns that lowering the bar for diversity could compromise safety. Pilots need to undergo rigorous training, testing, and evaluation to ensure they are capable of handling emergencies and safely guiding passengers to their destination. If DEI initiatives result in less-qualified individuals being put in the cockpit, the potential for disaster increases.

In both of these examples, the primary concern is not with diversity itself, but with the possibility that DEI programs are being used to sidestep merit-based hiring and promotions in favor of filling diversity quotas. When the primary qualification for a job is a person’s race or gender, rather than their skills and expertise, the entire system suffers.

DEI: A Counterproductive Approach

At its core, DEI is intended to provide opportunities to individuals who have historically been marginalized or underrepresented. However, when it is implemented in a heavy-handed manner, it can actually reinforce negative stereotypes and create a backlash. If people are consistently promoted or hired into roles for which they are not qualified, it perpetuates the narrative that individuals from underrepresented groups are less competent—a narrative that DEI is supposedly designed to dismantle.

Moreover, DEI initiatives can create a climate of divisiveness within organizations. By focusing on identity rather than qualifications, these programs can foster resentment among employees who feel they are being unfairly passed over. This can lead to a toxic workplace culture where individuals are pitted against one another based on their race, gender, or other identity markers, rather than working together as a cohesive team.

Additionally, DEI policies can incentivize companies to engage in what is sometimes referred to as “check-the-box” diversity. In these cases, organizations implement diversity initiatives not because they believe in the value of a diverse workforce, but because they want to appear progressive or avoid legal challenges. This performative approach does little to address real inequities in the workplace and can actually hinder the development of true inclusion.

Reversing the Trend: A Return to Meritocracy

So, what can be done to reverse the trend of DEI programs that prioritize identity over competence? The answer lies in restoring a true merit-based approach to hiring and promotions. Meritocracy—where individuals are evaluated based on their skills, qualifications, and performance—remains the fairest and most effective way to ensure that the most qualified individuals are placed in critical roles.

1. Redefine Diversity to Include Diversity of Thought: One of the primary weaknesses of current DEI initiatives is that they often focus too narrowly on race, gender, and other visible characteristics. Instead, organizations should emphasize diversity of thought, experience, and perspective. A workforce that includes individuals with different educational backgrounds, work experiences, and worldviews is likely to be more innovative and better equipped to solve complex problems.
2. Implement Blind Hiring Practices: To ensure that the most qualified candidates are hired, organizations should consider implementing blind hiring practices. This involves removing identifying information—such as names, genders, and ethnic backgrounds—from resumes during the initial screening process. By focusing solely on a candidate’s qualifications and experience, blind hiring practices can help eliminate bias from the hiring process and ensure that the most qualified individuals are selected.
3. Focus on Skills and Competencies: Rather than prioritizing diversity for diversity’s sake, organizations should focus on skills and competencies. This means designing hiring processes that rigorously evaluate a candidate’s ability to perform the tasks required for the role. For example, in the case of air traffic controllers and pilots, candidates should be subjected to rigorous testing and simulation exercises to ensure they have the necessary skills to perform their duties effectively and safely.
4. Promote from Within Based on Performance: One of the reasons the Peter Principle occurs is that individuals are often promoted based on factors other than their performance in their current role. To combat this, organizations should establish clear metrics for success and promote individuals based on their demonstrated abilities, not on diversity quotas. Performance-based promotions ensure that employees are fully prepared for their next role and help prevent individuals from being set up for failure.
5. Reject Quotas and Mandates: DEI programs that rely on quotas or mandates often result in tokenism, where individuals are hired or promoted simply to meet diversity targets. This is not only unfair to more qualified candidates but also detrimental to the individuals who are selected based on their identity rather than their abilities. By rejecting quotas, organizations can focus on building a truly inclusive culture that values merit and performance above all else.

Conclusion

While Diversity, Equity, and Inclusion initiatives may be well-intentioned, they are often counterproductive in practice. By prioritizing identity over qualifications, DEI programs risk undermining the very meritocracy that has allowed so many people, including minorities, to succeed in the first place. Whether in business or government, the key to reversing this trend lies in a return to merit-based hiring and promotions. By focusing on skills, competencies, and performance, rather than diversity quotas, organizations can ensure that the most qualified individuals are placed in critical roles, thereby benefiting everyone.

In fields like air traffic control and aviation, where lives are at stake, the dangers of allowing DEI to override competence are particularly stark. If businesses and government institutions are to thrive, they must abandon a check-the-box approach to diversity and focus on what truly matters: hiring the best and brightest individuals for the job, regardless of their race or gender. By doing so, we can create a society that values merit, fosters innovation, and ultimately ensures that everyone—regardless of background—has the opportunity to succeed.