This is not a planning problem - this is a power problem. If competent and incompetent people alike are told to regard each other as peers in a meritocracy, a range of possible outcomes ensues.
The only option for incompetent staff will be to game the system by ensuring that they pass a load off their shoulders to competent staff and cultivate cultural and organisational aspects that let them give the impression of performance without actually having to perform.
This article is quite anecdotal but it is possible for organisations to require high performance from members. E.g. I assume that there is less scope for less competent individuals to hide out in teams like SWAT teams, heart or brain surgery teams, bands or movie crews: every one is visible and under the spotlight for delivery at any one time and relied upon by others to be at the top of their game.
Critical dependence should trim incompetence from organisations, but will only work if scrupulously applied. Perhaps logically, this might work best in fluid structures where selection and deselection of team mates / suppliers is very easy.
The only option for incompetent staff will be to game the system by ensuring that they pass a load off their shoulders to competent staff and cultivate cultural and organisational aspects that let them give the impression of performance without actually having to perform.
This article is quite anecdotal but it is possible for organisations to require high performance from members. E.g. I assume that there is less scope for less competent individuals to hide out in teams like SWAT teams, heart or brain surgery teams, bands or movie crews: every one is visible and under the spotlight for delivery at any one time and relied upon by others to be at the top of their game.
Critical dependence should trim incompetence from organisations, but will only work if scrupulously applied. Perhaps logically, this might work best in fluid structures where selection and deselection of team mates / suppliers is very easy.