> Famously, section 5.11 of the CIA's Simple Sabotage Field Manual [1] describes some pretty timeless ways to ruin an organization's productivity - all kinds of

> Famously, section 5.11 of the CIA's Simple Sabotage Field Manual [1] describes some pretty timeless ways to ruin an organization's productivity - all kinds of behavior that are kind of indistinguishable from the behavior I've seen arise from "disagreeing and not committing" in organizations. Honestly, it seems like "disagree & commit" facilitates these bad behaviors. An "individual's opportunity to make faulty decisions" is a lot easier when that individual has the power to say, "shut up and do what I say" without repercussion. A lot of these techniques are feigned incompetence. A manager can abuse D&C to facilitate a lot of these activities, for example by requiring a worker to use a tool that needs to be maintained. And D&C doesn't prevent things like, starting fires around munitions or putting sawdust in fuel. That's a security issue. And C&D can be used to justify bypassing security procedures. For example, a manager telling a guard not to log their entry into a secured building.