Do (some) managers sabotage their organization ?

Two people from the CIA gave a talk during last Enteprise 2.0 conference. They cited a 1944 manual which was about sabotage a business from the inside :

(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 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.
(8) Be worried about the propriety of any decision — raise the question of whether such action as is contemplated lies within the juris­ diction of the group or whether it might conflict with the policy of some higher echelon.

Hum…have you ever seen such behaviors within any enterprise ? ;-)

 
  • http://www.linktosocialutions.com Jay Deragon

    Excellent example of how things sometimes never seem to change…….however the momentum for change is “screaming loud” and sooner than later everyone will hear it but not everyone will do it.

    Great post :)

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