Ich behaupte: Wer in Grossunternehmen arbeitet, wird folgende Sabotage-Taktiken tagtäglich erleben:
- Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
- 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.
- 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.
- Bring up irrelevant issues as frequently as possible.
- Haggle over precise wordings of communications, minutes, resolutions.
- Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
- Advocate “caution.” Be“reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on.
- 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.
Via: The Best Sabotage is Undetectable. So how do you spot Field Sabotage in Meetings?
Das gesamte Handbuch kann hier herunterladen: Simple Sabotage Field Manual
(Das Office of Strategic Services OSS der Vereinigten Staaten von Amerika ist der Vorgänger der Central Intelligence Agency CIA)
