Sabotage at Modern Workplace
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Sabotage at Modern Workplace

About the Book

The recently declassified Simple Sabotage Field Manual that has been created during World War 2 by the American Office of Strategic Services (the predecessor of todays CIA) has proven to be a most useful resource. You can grab a copy on the internet and read all about sabotaging railways, factories and other things during a war. But the real marvel of the work begins at page 28, in a chapter entitled General Interference with Organizations and Production. And in there, you will find all sabotaging techniquest that are still relevant today as in the days of WW2, perhaps even more.

Our book is partly based on the original Field Manual, however we have added many modern sabotaging techniques, especially regarding organizational changes and implementing new methods and processes, from our daily work. We have paid special attention to sabotaging agility, because normally we help companies adopt agile principles and practices and sabotage comes into our way many times.

About the Author

Tomas Kejzlar
Tomas Kejzlar

I am an agile enthusiast, organizational change agent and a self-taught writer. I mainly write short articles, but I am working on larger books together with my friend Fred Williams.

Table of Contents

  • Versions of this book
  • Preface
  • Why sabotage?
    • Motivation for sabotage
    • Motivation for stopping sabotage from happening
  • Types of sabotage
    • Pseudo-productive sabotage techniques
    • Obstructive sabotage techniques
    • Destructive sabotage techniques
  • Common sabotage techniques
    • Hold many long meetings
    • Never decide anything by yourself
    • Never let any decision to be made
    • Always advocate “caution”
    • Misunderstand orders
    • Insist on perfection
    • Use documentation to your “advantage”
    • Postpone any tough conversations
    • Punish anyone trying to “steal” control from you
    • Write email, even if the recipient is sitting next to you
    • Impress everybody by making many statements
    • Cover up your mistakes (blame someone else, if you have to)
    • Marginalize achievements of others
    • Use your phone when on a meeting or when talking to others
    • Build on functional expertise, discourage generalization
    • Never ask “why?”
  • Sabotage techniques for managers
    • Replace people with resources
    • Hire rockstars
    • Cut training
    • Make training a punishment
    • Give misleading and / or incomplete instructions
    • Reward incompetence
    • Punish constructive disagreement
    • Keep everybody insecure
    • Reverse priorities of work
    • Use incentives to “motivate” people
    • Change peoples’ roles frequently
    • Become an “expert”
    • Give process-related work to your hard workers
  • Sabotage techniques for support and administrative staff
    • Make mistakes
    • Delay everything
    • Meddle with people and priorities
    • Filter information
    • Keep secrets
    • Gossip
    • Create enemies with teambuilding
    • Complain about problems in the workplace
    • Introduce social events
    • Organize company-wide evening parties
    • Reward enthusiasm, punish constructive opposition
  • Sabotaging organizational changes and adoption of new processes and tools
    • A methodology is just a word
    • Create many new roles with complex descriptions
    • Insist on creating formal processes
    • Disrupt communication channels
    • Add “social” aspect to all changes
    • Use feedback in a clever way
    • Create precise change plans
  • Recognizing and preventing sabotage
    • Recognizing sabotage
    • Preventing sabotage
  • The moral dimension

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