This particular Facebook group doesn't have that many followers. Currently, the count is at 4,000. And although the community is not that big, it's without a doubt dedicated. There are new posts every day for new and old members to enjoy.

The admins describe the community as a place "for examples of next level not giving a toss about the quality of work done." They promise prizes for those who submit the best photos, but that's probably just a gag. The jury is still out on whether anyone has received a prize for posting a photo of a job done wrong.

While this list is undoubtedly funny, there's something irritating about incompetent people in real life, isn’t there? Oregon-based David Lechnyr, LCSW, writes that "Being around incompetent people and situations 'slows down our own pace of doing things,' causing us to be late, not get things done right, or just making our 'lives difficult.'"

In his 1969 book 'The Peter Principle,' educationalist Laurence J. Peter wrote: "Occupational incompetence is everywhere." He coined a term after his last name – the 'Peter Principle.'

It goes like this: "Every employee tends to rise to his [or her] level of incompetence." And it's not exclusive to the job world – plenty of examples of mistakes made anywhere else are in our list.

Organizational scientists and psychologists use the 'Peter Principle' to explain workplace dynamics. It explains why people think their boss is incompetent, or, the other way around – why bosses get frustrated with incompetent employees. Peter claimed that the higher the person climbs on the promotion ladder, the more likely they are to fail. Hence, they reach their 'level of incompetence.'

We can take the infamous pop culture icon Michael Scott as an example. He was a considerably great salesman in the past, but is a terrible manager. Kelly Shue at the Yale School of Management told the BBC about her research on this. 

Her team found that the 'Peter Principle' did apply in the field of sales. "Managers who used to be very high-performing sales workers tended not to bring a significant boost to their colleagues, while the lower performers were often much better at raising the average sales within their team."

Nobody wants to feel incompetent. That's why most people get hurt easily when others point out their mistakes. We also tend to get mad when our competence at a thing we think we're good at gets challenged.

Alex Lickerman, M.D., and the author of The Undefeated Mind: On the Science of Constructing an Indestructible Self writes that mistakes don't imply a person is incompetent.