luka

Well-known member
This sort of thing completely eliminates any sense of mystery about the world and suffocates the imagination. Everything has to be pulled apart and diagnosed, sanitised and packaged in horrible, antiseptic language.
its entirely the fault of Americans. one American specifically. Leo, to be precise.
 

Leo

Well-known member
not so much the pulled apart and diagnosed part. but the eliminating of mystery and suffocating of imagination, guilty as charged.
 

Leo

Well-known member

there's one guy I work with who does this all the time. he's also a bit of a blowhard, loves the sound of his own voice and writing lengthy emails that no one reads entirely. you'll find yourself 20-minutes into a conversation about what we might possibly do if someone does X or says Y, when in reality the odds of those things happening are very remote and not worth spending time on.
 

Leo

Well-known member
in business, one skill of a good manager is the ability to quickly sort out legitimate issues from those that "could potentially be problematic" and focus resources accordingly. that skill can also be applied in personal life.
 

william_kent

Well-known member
from the OSS manual of "sabotage in the workplace"

Organizations and Conferences

Insist on doing everything through "channels." Never permit short-cuts to be taken in order to expedite decisions.
Make "speeches." Talk as frequently as possible and at great length. Illustrate your "points" by long anecdotes and accounts of personal experiences.
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 back 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 on.

Managers

In making work assignments, always sign out the unimportant jobs first. 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, pay checks, and so on. See that three people have to 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 skillful worker.
 

version

Well-known member
from the OSS manual of "sabotage in the workplace"

Organizations and Conferences

Insist on doing everything through "channels." Never permit short-cuts to be taken in order to expedite decisions.
Make "speeches." Talk as frequently as possible and at great length. Illustrate your "points" by long anecdotes and accounts of personal experiences.
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 back 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 on.

Managers

In making work assignments, always sign out the unimportant jobs first. 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, pay checks, and so on. See that three people have to 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 skillful worker.
Reminds me of Sir Humphrey on regional government,

0:55

 

Leo

Well-known member
from the OSS manual of "sabotage in the workplace"

Organizations and Conferences

Insist on doing everything through "channels." Never permit short-cuts to be taken in order to expedite decisions.
Make "speeches." Talk as frequently as possible and at great length. Illustrate your "points" by long anecdotes and accounts of personal experiences.
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 back 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 on.

Managers

In making work assignments, always sign out the unimportant jobs first. 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, pay checks, and so on. See that three people have to 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 skillful worker.

do you have a spy cam in my client's office? you have no idea how on-the-money this is for a couple of people there.
 

william_kent

Well-known member
do you have a spy cam in my client's office? you have no idea how on-the-money this is for a couple of people there.
to be honest this applies to pretty much everywhere I've ever worked

edit: not quite true, when I've worked for criminals then it's possible to get shit done without filling in 20 forms beforehand...
 
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