In 2008, the CIA declassified a Field Manual from 1944 that was used toward the end of World War II.
The Simple Sabotage Field Manual No. 3 was a short guide for basic tactics and strategies related to sabotage. The idea was simple, not easy. Employ citizen saboteurs to harass and demoralize the enemy.
Previously, we highlighted a list of tactics from the manual related to
the General Interference with Organizations and Production.
Another section of the manual speaks directly to company leaders, providing them with an epic list of tasks.
If you lead people in any way remember that the following list is only if you want to conduct sabotage on your organization, your team, and your employees.
Sadly several of these tactics are still in effect today.
Managers and Supervisors
Demand written orders.
“Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.
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.
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.
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.
In making work assignments, always sign out the unimportant jobs first. See that the important jobs are assigned to inefficient workers of poor machines.
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.
Make mistakes in routing so that parts and materials will be sent to the wrong place in the plant.
When training new workers, give incomplete or misleading instructions.
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.
Hold conferences when there is more critical work to be done.
Multiply paper work in plausible ways. Start duplicate files.
Multiply the procedures and clearances involved in issuing instructions, paychecks, and so on. See that three people have to approve everything where one would do.
Apply all regulations to the last letter.
Think about your job.
Can you use these tactics to find better ways to operate?
Can you identify these forms of sabotage when they are knowingly or unknowingly directed at you?
Learning what NOT to do is just as valuable as learning what to do. Some might even argue that is is more valuable.
Learn to counteract your own tendencies for self-sabotage.
Learn to identify and evade sabotage by your managers.
Learn to use your instincts to anticipate likely scenarios, solutions, and opportunities.
Learn to be a better human for everyone on your team. Try to support your team, not sabotage them.
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