Why on earth am I reviewing a field manual on sabotage by the OSS (the predecessor to the CIA) from World War two?

Well, there are a couple of reasons other than the most obvious one that someone suggested it.

This very short reprinting, which would usually only be of interest to historians or those with underground bunkers and very full larders, is glimpse into the mind of a someone who wants to disrupt or destroy an organization both physically and psychologically.

There is not much that the average person could not have thought of themselves when it comes to physical sabotage, but it is interesting to note how just not doing simple things in the workplace can create serious problems and should therefore be taken seriously by managers. Most disgruntled employees are not quite so literal in showing their displeasure, but one does become aware, through the numerous examples, of just how vulnerable most workplaces and organizations are.

 There is an illuminating passage early in the book.

“It should be pointed out to the saboteur where the circumstances are suitable, that he is acting in self-defense against the enemy, or retaliating against the enemy for acts of destruction.”

I, and most modern managers, do not think of employees, even problem employees, as the enemy. However, it is not a far stretch to think that there have been times when an individual employee on a disciplinary path may feel that they are in a battle of wills. This might not lead to outright sabotage, one hopes, but “quiet quitting”? Quiet quitting is the phenomenon of an employee doing just enough not to get fired – but no more. As the book says a couple of sentences on…

“The saboteur may have to reverse his thinking… Where he formerly though of keeping his tools sharp, he should now let them grow dull…”

Where the book really becomes of interest for managers, however, is in the final seven pages where it discusses what steps managers and supervisors can take to disrupt an organization’s psychology. If you recognize your organization within these pages – it is time for change. It is also a great reminder of seemingly well-intentioned actions by leadership teams. Insisting on perfect work where it does not matter, for example. Or “see that three people have to approve everything when one will do.”

There is even guidance for meetings and committees to be found in this later section. Warnings to try and increase the size of meetings or committees to the point where they become unwieldy is reminiscent of the often-told Jeff Bezos, the CEO of Amazon, anecdote that he will not attend meetings that cannot be fed by a single pizza.

A thoughtful reading of this short book by managers should act as a warning and a reminder both to themselves and about others.  I think is also a good training tool for new managers to show what not to do and to be aware of the traps of self-sabotage that managers can often fall into. It is also a good reminder of where the line exists between performance problems and being a disruptive influence in the workplace.

Eighty years old it may be, but this short book still has some things to teach us.