'Simple Sabotage Field Manual' that summarizes the 'knowledge of fools' that the CIA had infiltrated spies perform to drive enemy organizations to ruin
During World War II, the CIA infiltrated enemy nations and worked to prevent the organization from functioning. Among them, a top secret manual called 'Simple Sabotage Field Manual ' explains the fool's knowledge of how to act to drive tissue into dysfunction, which should be called 'tissue cancer'. There are implications here that many organizations of all ages, on the other hand, should be teachers.
CleanedUOSSSimpleSabotage_sm.pdf
(PDF file)
Read the CIA's Simple Sabotage Field Manual: A Timeless, Kafkaesque Guide to Subverting Any Organization with 'Purposeful Stupidity' (1944) | Open Culture
http://www.openculture.com/2015/12/simple-sabotage-field-manual.html
The following are the organizational corruption behaviors that the CIA has made spies practice. Such behavior is thought to drive all tissues into dysfunction.
◆ Organization and meetings
・ Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
(Insist on a 'chain of command' in everything you do. Don't allow any shortcuts to speed up decision making.)
・ Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.
(Speech 'speech' as often as possible and in unusual lengths. Shape the issue with lengthy anecdotes and stories.)
・ 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.
(Whenever possible, present all items to the committee (meeting) and ask for 'further investigation and consideration'. Make the committee as large as possible. The committee should never be less than five. )
・ Bring up irrelevant issues as frequently as possible.
(Bring up unrelated topics as often as possible)
・ Haggle over precise wordings of communications, minutes, resolutions.
(Immediately after the solution comes out, ask and answer with accurate words)
・ Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
(Bring up the issues decided at the last meeting and rehash the discussion to revisit those decisions)
◆ Shangguan
・ In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.
(When giving a task, always assign less important work first. Try to assign important work to inefficient subordinates.)
・ Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.
(Require perfection for less important work. Push back to fix even the smallest things)
・ To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
(Demoralize and make unproductive subordinates feel comfortable. Give poorly made subordinates an unfair promotion)
・ Hold conferences when there is more critical work to be done.
(Hold a meeting when you have a serious job to do.)
・ 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.
(Complicate all procedures such as permits, instructions, and confirmations. Even if it is decided by one person, the approval of three people is required.)
◆ Subordinates
・ Work slowly.
(Work hard)
・ Contrive as many interruptions to your work as you can.
(Plan to interfere with as much work as possible)
・ 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.
(Do your job badly and blame the tools and machines. Complain that 'this tool won't work')
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in Note, Posted by darkhorse_log