In 1944, the CIA wrote the "Simple Sabotage Field Manual."
It's now de-classified and it's a timeless guide to subverting any organization with "purposeful stupidity."
Unfortunately, these strategies are all too familiar...
Some highlights below.
It's now de-classified and it's a timeless guide to subverting any organization with "purposeful stupidity."
Unfortunately, these strategies are all too familiar...
Some highlights below.
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. Illustrate your "points" by long anecdotes and accounts of personal experiences.
2. Make "speeches." Talk as frequently as possible and at great length. Illustrate your "points" by long anecdotes and accounts of personal experiences.
3. When possible, refer all matters to committees, for "further study and consideration." Attempt to make the committee as large as possible — never less than five.
4. Bring up irrelevant issues as frequently as possible.
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. Hold conferences when there is more critical work to be done.
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. Hold conferences when there is more critical work to be done.
8. Advocate "caution." Be "reasonable" and urge your fellow-conferees to be "reasonable" and avoid haste which might result in embarrassments or difficulties later on.
9. Contrive as many interruptions to your work as you can.
9. Contrive as many interruptions to your work as you can.
10. Never pass on your skill and experience to a new or less skillful worker.
11. 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.
12. Work slowly.
11. 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.
12. Work slowly.
