19 Points to Find Out Who Is The Corporate Saboteur
Previously I outlined the figure of the Corporate Saboteur. More info you can find out in article below.
Actually a WW2 field manual come to my attention a year ago, Simple Sabotage Field Manual by U.S. Office of Strategic Services.
My short summary about this character would be explained better based on a BBC series, called Rogue Heroes. According to the story line the Allied forces moving towards Tobruk to aid the surrounded British forces, while 100 km-s before Tobruk the column stops.
One of the Rouge Hero finds out that they are out of petrol, so they can’t continue their mission.
In the Department of Planning there are French solders working as well, so they enter the calculations in kilometres and not in miles, thus the petrol filled to the transport vehicles was enough for 500 km and not for 500 miles.
So the Corporate Saboteur is either a totally clumsy hillbilly average mind, or a mastermind.
Here are 19 characteristics describing the Saboteur’s identification marks.
If you answer yes to all the points below, my friend, with all the highest probability and according to the Simple Sabotage Field Manual, you are a modern age Corporate Saboteur.
1, Do you make speeches? Talk as frequently as possible and at great length?
2, Do you, 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?
3, Do you bring up irrelevant issues as frequently as possible?
4, Do you haggle over precise wordings of communications, minutes, resolutions?
5, Do you refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision?
6, Do you misunderstand orders? Ask endless questions or engage in long correspondence about such orders? Quibble over them when you can?
7, Are you doing everything possible to delay the delivery of orders? Even though parts of an order may be ready beforehand, do not deliver it until it is completely ready?
8, Do you 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?
9, Do you, when training new workers, give incomplete or misleading instructions?
10, To lower morale and with it, production, are you pleasant to inefficient workers; give them undeserved promotions? Discriminate against efficient workers; complain unjustly about their work?
11, Do you hold conferences when there is more critical work to be done?
12, Do you multiply paper work in plausible ways?
13, Starting to duplicate files?
14, Do you 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?
15, Do you apply all regulations to the last letter?
16, Are you doing your work poorly and blame it on bad tools, machinery, or equipment? Complain that these things are preventing you from doing your job right?
17, You never pass on your skill and experience to a new or less skilful worker?
18, Do you give lengthy and incomprehensible explanations when questioned?
19, Are you as irritable and quarrelsome as possible without getting yourself into trouble?
To read the field manual, click here.
