Sabotage through Management

Points from a 1944 guide on sabotage on disrupting systems. Includes most of the main efforts of the average corporation.

Example...

(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 per­
sonal experiences. Never hesitate to make a few appropriate “patriotic”
comments.
(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) Advocate “caution.” Be “reasonable” and urge your fellow-conferees
to be “reason­able” and avoid haste which might result in
embarrassments or difficulties later on.
(8) Be worried about the propriety of any decision — raise the question
of whether such action as is contemplated lies within the juris­
diction of the group or whether it might conflict with the policy of
some higher echelon.