This declassified Simple Sabotage Field Manual makes for an incredibly interesting read.
It was a field manual that was provided to OSS officers (the organization preceding the CIA), that guided agents on behaviour that would intentionally sow organizational inefficiency, disruption and incompetence. Specifically, the manual was distributed to OSS officers in foreign countries in order to help them train “citizen-saboteurs” in German-occupied Europe.
Citizen-saboteurs are generally independent individuals who are motivated to act in disruptive ways to an organization; often as the result of propaganda, or self-alignment with antagonistic sentiments/beliefs against the target organization.
Reading through the guide, I can’t tell whether it was crafted from the observation of natural occurring, but highly disruptive “citizen-saboteur” behaviour, or whether the highly-effective citizen-saboteur is rather a creation of intelligence agencies.
As support for the latter view, the guide states:
Purposeful stupidity is contrary to human nature. He frequently needs pressure stimulation or assurance, and information and suggestions regarding feasible methods of simple sabotage.
Though the case for the organic citizen-saboteur is made in the section profiling common personal motives:
(1) Personal Motives: (a) The ordinary citizen very probably has no immediate personal motive for committing simple sabotage. Instead, he must be made to anticipate indirect personal gain, such as might come with enemy evacuation or destruction of the ruling government group. Gains should be stated as specifically as possible for the area addressed: simple sabotage will hasten the day when Commissioner X and his deputies Y and Z will be thrown out, when particularly obnoxious decrees and restrictions will be abolished, when food will arrive, and so on. Abstract verbalizations about personal liberty, freedom of the press, and so on, will not be convincing in most parts of the world. In many areas they will not even be comprehensible.
These descriptions are eerie to read, particularly as they remind me of the common workplace characters who are often jaded, provocative characters that often “have it out for the man” — “the mean” representing the organization.
Some highlights, with the heading representing the target of the sabotage:
(11) General Interference with Organizations and Production
(a) Organizations and Conferences
(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 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 reopen 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.
(b) Managers and Supervisors
(1) Demand written orders.
(2) “Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.
(3) Do everything possible to delay the delivery of orders. Even though parts of an order may be ready beforehand, don’t deliver it until it is completely ready.
(4) Don’t order new working materials until your current stocks have been virtually exhausted, so that the slightest delay in filling your order will mean a shutdown.
(5) Order high-quality materials which are hard to get. If you don’t get them argue about it. Warn that inferior materials will mean inferior work.
(6) In making work assignments, always sign out the unimportant jobs first. See that the important jobs are assigned to inefficient workers of poor machines.
(7) Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw. Approve other defective parts whose flaws are not visible to the naked eye.
(8) Make mistakes in routing so that parts and materials will be sent to the wrong place in the plant.
(9) When training new workers, give incomplete or misleading instructions.
(10) To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work.
(11) Hold conferences when there is more critical work to be done.
(12) Multiply paper work in plausible ways. Start duplicate files.
(13) 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.
(14) Apply all regulations to the last letter.
(c) Office Workers
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(3) Misfile essential documents.
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(7) Spread disturbing rumors that sound like inside dope.
(d) Employees
(1) Work slowly. Think out ways to increase the number of movements necessary on your job: use a light hammer instead of a heavy one, try to make a small wrench do when a big one is necessary, use little force where considerable force is needed, and so on.
(2) Contrive as many interruptions to your work as you can: when changing the material on which you are working, as you would on a lathe or punch, take needless time to do it. If you are cutting, shaping or doing other measured work, measure dimensions twice as often as you need to. When you go to the lavatory, spend a longer time there than is necessary. Forget tools so that you will have to go back after them.
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(4) Pretend that instructions are hard to understand, and ask to have them repeated more than once. Or pretend that you are particularly anxious to do your work, and pester the foreman with unnecessary questions.
(5) 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.
(6) Never pass on your skill and experience to a new or less skillful worker.
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(8) If possible, join or help organize a group for presenting employee problems to the management. See that the procedures adopted are as inconvenient as possible for the management, involving the presence of a large number of employees at each presentation, entailing more than one meeting for each grievance, bringing up problems which are largely imaginary, and so on.
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(12) General Devices for Lowering Morale and Creating Confusion
(a) Give lengthy and incomprehensible explanations when questioned.
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(e) Act stupid.
(d) Be as irritable and quarrelsome as possible without getting yourself into trouble.
I’m noting this down, to make sure I’m not unintentionally aligning with these anti-patterns to productivity lol.