Simple Sabotage Book Cover

Simple Sabotage – A MODERN FIELD MANUAL FOR DETECTING & ROOTING OUT EVERYDAY BEHAVIORS THAT UNDERMINE YOUR WORKPLACE

At the height of World War II, the CIA’s predecessor, the OSS, issued a classified document: the Simple Sabotage Field Manual. Devoted to disrupting institutions behind enemy lines, the document detailed acts of sabotage like slashing tires and draining fuel tanks. But within its pages were eight methods for sabotage designed to thwart the internal processes of organizations, with tips for wasting time (e.g., “insist on doing everything through channels”) and bringing efficiency to a halt (e.g., “Refer all matters to committees”). Decades later, these eight sabotage methods still lurk in our workplaces. Masked as “good” behaviors, they slow down your group’s – and your – best efforts. Simple Sabotage exposes these often unintentional but highly corrosive behaviors and provides countermeasures to protect against each one.

Whos in the Room

Who’s in the Room? How Great Leaders Structure and Manage the Teams Around Them

At the top of every organization chart lies a myth—that the boss and the senior management team make all the critical decisions together. In reality, most decisions are actually made by the boss and an inner circle of confidants—a “team with no name” that exists outside formal processes. Our book, Who’s in the Room, discusses the gap between the myth and reality of decision-making.

on-teams

HBR’s 10 Must Reads on Teams

Harvard Business Review included our article When Teams Can’t Decide in its new must-read collection on teams, citing that “the ideas are critical to the success of every manager and aspiring leader, meeting our high standards for must-read status.” If you read nothing else on building better teams, read these 10 articles from Harvard Business Review.

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