The CIA handbook on how to sabotage an enemy from the inside looks like a description of how many governments and organization operates. Before we get into details let me share some additional thoughts and information.
First of all, how the hell can a 1944 sabotage manual, written by the secret service, be so accurate about behaviors many of us see on a daily basis?
This secret pamphlet was called “The Simple Sabotage Field Manual”. It was distributed by the Allies in WWII to guide sympathetic citizens. It gave the rebellious ones instructions on how to weaken their country by reducing productivity in the workplace. The pamphlet was de-classified in 2008
Now check this very interesting and insightful read below about what you should not do in order to maximize organizational efficiency with your team!
The modern workplace = Simple sabotage
In 1944, the CIA wrote a handbook on how to sabotage (enemy) organizations from the inside. A few interesting tips:
(1) Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
(2) Make “speeches.” Talk as frequently as possible and at great length.
(3) When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committees as large as possible—never less than five.
(4) Bring up irrelevant issues as frequently as possible.
(5) Haggle over precise wordings of communications, minutes, resolutions.
(6) Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
(7) Demand written orders.
(8) “Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.
(9) Do everything possible to delay the delivery of orders. Even though parts of an order may be ready beforehand, don’t deliver it until it is completely ready.
(10) In making work assignments, always sign out the unimportant jobs first.
(11) Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw. Approve other defective parts whose flaws are not visible to the naked eye.
(12) When training new workers, give incomplete or misleading instructions.
(13) To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work.
(14) Hold conferences when there is more critical work to be done.
(15) Multiply paper work in plausible ways.
(16) Start duplicate files.
(17) Multiply the procedures and clearances involved in issuing instructions, pay checks, and so on. See that three people have to approve everything where one would do.
(18) Apply all regulations to the last letter.
(19) Do your work poorly and blame it on bad tools, machinery, or equipment. Complain that these things are preventing you from doing your job right.
(20) Never pass on your skill and experience to a new or less skillful worker.
(21) Snarl up administration in every possible way. Fill out forms illegibly so that they will have to be done over; make mistakes or omit requested information in forms.
(22) Give lengthy and incomprehensible explanations when questioned.
(23) Act stupid.
(24) Be as irritable and quarrelsome as possible without getting
yourself into trouble.
(25) Misunderstand all sorts of regulations concerning such matters as rationing, transportation, traffic regulations.