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How to Destroy an Organization from Within

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"SABOTAGE CAN OUTWEIGH PRODUCTION - NARA - 515321" by Unknown or not provided - U.S. National Archives and Records Administration. Licensed under Public Domain via Commons - https://commons.wikimedia.org/wiki/File:SABOTAGE_CAN_OUTWEIGH_PRODUCTION_-_NARA_-_515321.tif#/media/File:SABOTAGE_CAN_OUTWEIGH_PRODUCTION_-_NARA_-_515321.tif
U.S. National Archives and Records Administration. Licensed under Public Domain via Commons.

These suggestions for industrial and organizational sabotage are basically just a description of academic life, not to mention LGM board meetings:

  • Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
  • Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.
  • 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.
  • Bring up irrelevant issues as frequently as possible.
  • Haggle over precise wordings of communications, minutes, resolutions.
  • Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
  • Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable”and avoid haste which might result in embarrassments or difficulties later on.
  • In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.
  • Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.
  • To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
  • Hold conferences when there is more critical work to be done.
  • 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.
  • Work slowly.
  • Contrive as many interruptions to your work as you can.
  • 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.
  • Never pass on your skill and experience to a new or less skillful worker.
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