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.
When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committee 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.
Be “reasonable” and urge your fellow-conferees to be “reasonable”and avoid haste which might result in embarrassments or difficulties later on.
In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.
Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.
To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
Hold conferences when there is more critical work to be done.
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.
Work slowly.
Contrive as many interruptions to your work as you can.
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.
Never pass on your skill and experience to a new or less skillful worker.
3 thoughts on “Office of Strategic Services (OSS), CIA”
(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.
(3) When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committee 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.
(b) Managers and Supervisors
(1) In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.
(7) Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.
(10) To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
(11) Hold conferences when there is more critical work to be done.
(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.
(d) Employees
(1) Work slowly.
(2) Contrive as many interruptions to your work as you can.
(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.
CIAは第2次世界大戦中に敵国にスパイを潜入させて、組織が機能しなくなるよう工作活動を行っていました。その中でも、「Simple Sabotage Field Manual」と呼ばれる極秘マニュアルには、組織を機能不全に追い込むためにはどのように行動するべきかという「組織の癌」とでも呼ぶべき愚者の心得が説かれており、ここには時代を問わず多くの組織で反面教師とするべき含蓄があります。
In 1944, the CIA’s precursor, the Office of Strategic Services (OSS), distributed a secret pamphlet that was intended as a guidebook to citizens living in Axis nations who were sympathetic to the Allies.
The “Simple Sabotage Field Manual,” declassified in 2008 and available on the CIA’s website, provided instructions for how everyday people could help the Allies weaken their country by reducing production in factories, offices, and transportation lines.
“Some of the instructions seem outdated; others remain surprisingly relevant,” reads the current introduction on the CIA’s site. “Together they are a reminder of how easily productivity and order can be undermined.”
We’ve collected below some of the timeless instructions on how to be a terrible employee. What’s most amusing is that despite the dry language and specificity of the context, the productivity-crushing activities recommended are all-too-common behaviors in contemporary organizations everywhere.
See if any of those listed below — quoted but abridged — remind you of your boss, colleagues, or even yourself.
Office of Strategic Services (OSS), CIA
(1944)
https://www.cia.gov/news-information/featured-story-archive/2012-featured-story-archive/CleanedUOSSSimpleSabotage_sm.pdf
**
Simple Sabotage Field Manual
(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.
(3) When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committee 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.
(b) Managers and Supervisors
(1) In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.
(7) Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.
(10) To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
(11) Hold conferences when there is more critical work to be done.
(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.
(d) Employees
(1) Work slowly.
(2) Contrive as many interruptions to your work as you can.
(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.
CIAが敵の組織を破滅に追いやるために潜入スパイに実行させた「愚者の心得」をまとめたマニュアル「Simple Sabotage Field Manual」
http://gigazine.net/news/20160829-simple-sabotage-field-manual/
CIAは第2次世界大戦中に敵国にスパイを潜入させて、組織が機能しなくなるよう工作活動を行っていました。その中でも、「Simple Sabotage Field Manual」と呼ばれる極秘マニュアルには、組織を機能不全に追い込むためにはどのように行動するべきかという「組織の癌」とでも呼ぶべき愚者の心得が説かれており、ここには時代を問わず多くの組織で反面教師とするべき含蓄があります。
CIAがスパイに実践させた組織腐敗行動は以下の通り。このような行動は、すべての組織を機能不全に追い込むと考えられています。
(a) 組織と会議
(1) 何をするにも「指揮系統」を主張せよ。意志決定を早めるためのいかなるショートカットも認めないようにせよ。
(2) ひたすら「演説」せよ。演説は可能な限り頻繁に、そして尋常ならざる長さで行え。論点は、長々とした逸話や体験談で形作れ。
(3) 可能な限り、委員会(会議)に全ての項目を提示せよ。そして「さらなる調査と検討」を求めよ。委員会の大きさはできる限り大きなものにせよ。委員会は決して5人未満ではいけない。
(4) できるかぎり頻繁に関係のない話題を持ち出せ。
(5) 解決策が出る直後に、正確な言葉をもって押し問答せよ。
(6) 前回の会議で決まった問題を持ち出して、その決定を再検討するように議論を蒸し返せ。
—
(b) 上官
(1) 課題を与えるときは、つねに重要でない仕事から先に割り当てよ。重要な仕事は能率の悪い部下に割り当てるように心がけよ。
(7) 相対的に重要ではない仕事に完璧さを要求せよ。ささいな点でも修正するように突き返せ。
(10) 士気を下げ、非生産的な部下が心地よいようにせよ。出来の悪い部下に不当な昇進を与えよ。
(11) やるべき重大な仕事があるときこそ、会議を開催せよ。
(13) 許認可、指示、確認などあらゆる手続きを複雑化せよ。一人で決められる事でも3人の承認が必要なように取りはからえ。
—
(d) 部下
(1) とろとろのろまに働け。
(2) できる限り多くの仕事の妨げになるよう企画せよ。
(5) 仕事は下手くそにやり、道具や機械のせいにせよ。「こんな道具では仕事にならない」と不平不満の声を発せよ。
(6) 自分のスキルや経験を新人や経験の浅い同僚に絶対に伝えてはならない。
The 16 best ways to sabotage your organization’s productivity, from a CIA manual published in 1944
by Richard Feloni
Business Insider
http://uk.businessinsider.com/oss-manual-sabotage-productivity-2015-11?r=US&IR=T
In 1944, the CIA’s precursor, the Office of Strategic Services (OSS), distributed a secret pamphlet that was intended as a guidebook to citizens living in Axis nations who were sympathetic to the Allies.
The “Simple Sabotage Field Manual,” declassified in 2008 and available on the CIA’s website, provided instructions for how everyday people could help the Allies weaken their country by reducing production in factories, offices, and transportation lines.
“Some of the instructions seem outdated; others remain surprisingly relevant,” reads the current introduction on the CIA’s site. “Together they are a reminder of how easily productivity and order can be undermined.”
We’ve collected below some of the timeless instructions on how to be a terrible employee. What’s most amusing is that despite the dry language and specificity of the context, the productivity-crushing activities recommended are all-too-common behaviors in contemporary organizations everywhere.
See if any of those listed below — quoted but abridged — remind you of your boss, colleagues, or even yourself.
….