Simple Sabotage Field Manual - How to Destroy Your Organizations
"The purpose of this paper is to characterize simple sabotage, to outline its possible effects, and to present suggestions for inciting and executing it."
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History of the Simple Sabotage Field Manual
Before the CIA, there was the OSS - the Office of Strategic Services.
Formed in 1942 in order to shore up American intelligence capabilities at the request of Franklin D. Roosevelt, before the end of WWII the OSS eventually employed ~24,000 people and had operations across Europe and Asia. Amongst its responsibilities was frustrating the German war effort, and to that end, it wrote a short set of “best practices” - the Simple Sabotage Field Manual.
The purpose of the manual is fairly straightforward - it is to…
The manual, published in 1944, has now been declassified - but it was once used as a reference guide for OSS operatives globally to train individuals in German-occupied territories how to best become “citizen saboteurs.” It says that “purposeful stupidity is contrary to human nature” and thus the manual means to serve as inspiration and direction for saboteurs.
In short, the best way that ordinary citizens, unhappy with the German occupation, could aid the Allied military was to drive inefficiency in their workplaces - to slow down every attempt at progress and make even the simplest tasks frustrating.
Specific examples involved mechanics not repairing engines on time, misplacing tools so that they are hard to find, or misusing tools so as to break them more frequently. Bus drivers could “accidentally” go past the bus stops where German officers would most likely be found or want to get off. Train operators could issue the wrong tickets to travelers so they end up at the wrong destination, or they could issue two tickets for the same seat to cause delays. Janitors could ensure a disorderly workplace environment by keeping things dirty or placing rice in water cooling systems. Even those without jobs could get involved - by giving wrong directions when asked, changing signposts to point the wrong way, or pretending to not speak whatever language the other person is using.
How to Sabotage Your Team Most Effectively
This all got me thinking about Charlie Munger, and how he has said it is often easier to solve problems backwards than it is to solve them forwards - try to uncover the things that would most effectively prevent you from achieving your goals and just don’t do those things - avoid what is certain to bring about failure so that you give yourself the best shot at success.
In order to achieve our goals or to make progress generally, many times we rely on working with others. Often, this collaboration happens in the workplace. And this is where the OSS focused their expertise - how might we best destroy the ability of our organizations to make efficient and meaningful progress?
So, with Charlie Munger’s guidance in mind, what can we learn from the OSS’ Simple Sabotage Field Manual? What do the experts say is the best way to sabotage the organizations in which we work?
Think about how many of these things are a standard where you work. Does it feel like CIA operatives have been sabotaging your current workplace for decades - or that you might unwittingly have started to help their efforts? If so, can you do anything about that?
Simple Steps to Ensure Organization Disfunction
It is probably easiest to ensure progress will not be made if you are the owner or leader of an entire organization. In this position, you can cause great distress and destroy morale if you…
However, do not despair if you are not yet the leader of an entire organization as managers of smaller teams can also do their part to bring down a group of people otherwise motivated to do well. It would be best if you can…
Last, but not least, if you are more of an employee looking to frustrate the well-intentioned efforts of those around you, it is best that you…
And there we have it - some of the easiest ways to prevent a group of people from effectively working together. If you are like me, many of these things sound surprisingly familiar. A manual written in 1944 seems to suggest that the best way to break down organizations is to utilize behaviors that organizations today treat as “best practices.”
The next time you see these things causing trouble, maybe it makes sense to call them out. Explain how things might be done differently to improve your chance at success by avoiding the things sure to cause failures.
If you get any pushback, send around this manual - maybe knowing that the U.S. military’s best suggestion for citizens to help it win a war was to destroy an enemy’s organizational efficiency will cause some pause. The military suggested the same practices you have been using to attempt the opposite.
This may at least prompt a discussion about how we might improve our processes today.
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