Recently, the CIA declassified a document titled ‘Simple Sabotage Field Manual’. This manual was created by the Office of Strategic Services (OSS), the World War II–era precursor to the CIA. It is dated 1944, for use by CIA operatives in Europe who were trying to recruit civilians living in countries occupied by the Axis Alliance (Germany, Italy and Japan).
A scanned version of the document is available in the pdf form at the CIA’s website, here.
The documents has around 32 pages. The most interesting parts for me were in the last few pages in a section titled ‘General Interference with Organizations and Production.’
One sub-section of this part is reproduced here:
(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. Never hesitate to make a few appropriate “patriotic” comments.
(3) 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.
(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 reopen 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.
(8) 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.
The manual continues to other such sub-sections titled (b) Managers and Supervisors, (c) Office Workers, and (d) Employees. You can read all the sections in pages 28-32 of the manual available here.
What is amazing is that I see this behavior in most organizations, displayed by most people, though they may not have been recruited by the CIA (at least, I think CIA has better sense than to spend money when there is no need).
And that is why you have management gurus and management consultancy firms, much in demand, trying to reverse the situation, with maybe negligible effect. We have experts in OD, employee motivation, leadership development. operational efficiency, process management, organizational alignment, Balanced Scorecard, Six-Sigma, Lean, Agile, ISO, and so on…, but nothing seems to change.
The beauty of the principles in the document are so inherently ‘aligned’ to human nature, that these principles have insidiously and organically crept into all aspects of all organizations, maybe even in the CIA.
I leave you to draw your own conclusions. Read pages 28-32 of the manual available here.
Please feel free to share your views, experiences, and queries, using the “comments” feature.