by Anne Fisher
A World War II manual on undermining organizations from within might describe
your office all too well.
So you ve just come from yet another meeting that, after sucking up an hour or
two you ll never get back, produced nothing useful partly because somebody
talked on and on about a topic that strayed far off the meeting s agenda. Then
someone else brought up doubts about a decision from the last meeting, and
there was talk of referring it to a task force for further research. Still
another team member questioned whether the decision was even this group s to
make, or if maybe it conflicted with something higher-ups had said they wanted.
If that sounds familiar, think about this: You ve just witnessed four of the
eight techniques outlined in a document called the Simple Sabotage Field
Manual. Published in 1944 by the U.S. Office of Strategic Services
(predecessor to the CIA), it was a guide for European spies on how to undermine
the Axis powers from within.
The handbook was classified until the 1970s, but Bob Frisch, managing partner
of consulting firm Strategic Offsites Group, came across it just a few years
ago and found it eerily similar to what often goes on in workplaces now.
We re not suggesting that enemies are lurking in your midst, write Frisch and
his two co-authors, Robert M. Galford and Cary Greene, in a fascinating new
book, Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out
Everyday Behaviors That Undermine Your Workplace. But the odds are great that
some individuals have unwittingly taken a page from [the OSS manual]. Left
unchecked, their behaviors will undermine your group or organization, slowing
down its and your best efforts. (Italics theirs.)
Here are the eight tactics the OSS recommended for tripping up an Axis agency
from the inside:
Insist on doing everything through channels. Never permit short-cuts to be
taken 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 committees as large as possible never
less than five.
Bring up irrelevant issues as frequently as possible.
Haggle over precise wordings of communications, minutes, and resolutions.
Refer back to a matter 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
[it] lies within the jurisdiction of the group or whether it might conflict
with the policy of some higher echelon.
These tactics proved incredibly subtle, and devastatingly destructive. Alas,
they still are. But rooting out these corrosive behaviors isn t so simple,
the authors note, because they are often mutant excesses of habits that are
actually helpful, like involving coworkers in decisions that affect them.
Complicated for sure, but not impossible. Most of Simple Sabotage is about four
ways managers can keep (usually inadvertent) saboteurs from getting in the way
of everyone else s efforts. In some companies, the first step may be the
hardest: Spot sabotage as it occurs. And then speak up.