Purposeful Stupidity for HPT Managers
What follows is an edited extract from a CIA guide (“CIA’s Simple-Sabotage-field-manual Guide to subverting any organization with ‘Purposeful Stupidity. 1932”). This extract, aside from being very funny, does, in fact, reflect behaviours that still persist in some organisations today. The point of this extract is to demonstrate that even low-performance workplaces like these can be moved to high-performance.
“Organizations and Conferences: Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions. When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committee as large as possible — never less than five. Bring up irrelevant issues as frequently as possible. Haggle over precise wordings of communications, minutes, resolutions. Refer to matters 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.
Managers: See that important jobs are assigned to inefficient workers. Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw. To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions. Hold conferences when there is more critical work to be done. Multiply the procedures and clearances involved in issuing instructions, paychecks, and so on. See that three people must approve everything where one would do.
Employees: Work slowly. Contrive as many interruptions to your work as you can. Do your work poorly and blame it on bad tools, machinery, or equipment. Complain that these things are preventing you from doing your job right. Never pass on your skill and experience to a new or less skilful worker.
High-performance is attainable by any team.