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Jun. 11th, 2008 04:05 pm![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
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hughcasey:
The following is from the pages of a manual that was full of useful suggestions for how to act in the workplace.
(1) Insist on doing everything through “channels.” Never permit shortcuts 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. 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 jurisdiction of the group or whether it might conflict with the policy of some higher echelon.
Do you want to know the funniest thing about this? This was an OSS Field Manual from 1944 describing how to go about SABOTAGING a business! (This particular list is on page 32 of the manual.) It was part of a presentation by two CIA operatives at the Enterprise 2.0 Conference about how organizations sabotage themselves.
hughcasey:The following is from the pages of a manual that was full of useful suggestions for how to act in the workplace.
(1) Insist on doing everything through “channels.” Never permit shortcuts 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. 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 jurisdiction of the group or whether it might conflict with the policy of some higher echelon.
Do you want to know the funniest thing about this? This was an OSS Field Manual from 1944 describing how to go about SABOTAGING a business! (This particular list is on page 32 of the manual.) It was part of a presentation by two CIA operatives at the Enterprise 2.0 Conference about how organizations sabotage themselves.
