DemandwrittenordersDiscriminateagainst efficientworkers;complainunjustly abouttheir workGive lengthy andincomprehensibleexplanationswhen questioned.When trainingnew workers,give incompleteor misleadinginstructions.Advocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteHoldconferenceswhen there ismore criticalwork to bedone.refer all mattersto committees,for "furtherstudy andconsideration"Raise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupInsist on asmanysignatoriesas possibleContrive asmanyinterruptionsto your workas you canBe asirritable andquarrelsomeas possibleMultiplypaper workin plausiblewaysProlongcorrespondencewith governmentbureausPretend thatinstructionsare hard tounderstandHaggle overprecisewordings ofcommunications,minutes andresolutions.Illustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesInsist ondoingeverythingthrough"channels."See that theproceduresadopted are asinconvenientas possibleNever pass onyour skill andexperience toa new or lessskillful worker.Insist onperfect workin relativelyunimportantproductBring upirrelevantissuesAttempt toreopen thedecisionsmade in pastmeetingsApply allregulationsto the lastletterAlways signout theunimportantjobs firstDemandwrittenordersDiscriminateagainst efficientworkers;complainunjustly abouttheir workGive lengthy andincomprehensibleexplanationswhen questioned.When trainingnew workers,give incompleteor misleadinginstructions.Advocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteHoldconferenceswhen there ismore criticalwork to bedone.refer all mattersto committees,for "furtherstudy andconsideration"Raise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupInsist on asmanysignatoriesas possibleContrive asmanyinterruptionsto your workas you canBe asirritable andquarrelsomeas possibleMultiplypaper workin plausiblewaysProlongcorrespondencewith governmentbureausPretend thatinstructionsare hard tounderstandHaggle overprecisewordings ofcommunications,minutes andresolutions.Illustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesInsist ondoingeverythingthrough"channels."See that theproceduresadopted are asinconvenientas possibleNever pass onyour skill andexperience toa new or lessskillful worker.Insist onperfect workin relativelyunimportantproductBring upirrelevantissuesAttempt toreopen thedecisionsmade in pastmeetingsApply allregulationsto the lastletterAlways signout theunimportantjobs first

Corporate Sabotage - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


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  1. Demand written orders
  2. Discriminate against efficient workers; complain unjustly about their work
  3. Give lengthy and incomprehensible explanations when questioned.
  4. When training new workers, give incomplete or misleading instructions.
  5. Advocate "caution." Be "reasonable" and urge your fellow-conferees to be "reasonable" and avoid haste
  6. Hold conferences when there is more critical work to be done.
  7. refer all matters to committees, for "further study and consideration"
  8. Raise the question of whether decisions lie within the jurisdiction of the group
  9. Insist on as many signatories as possible
  10. Contrive as many interruptions to your work as you can
  11. Be as irritable and quarrelsome as possible
  12. Multiply paper work in plausible ways
  13. Prolong correspondence with government bureaus
  14. Pretend that instructions are hard to understand
  15. Haggle over precise wordings of communications, minutes and resolutions.
  16. Illustrate your "points" by long anecdotes and accounts of personal experiences
  17. Insist on doing everything through "channels."
  18. See that the procedures adopted are as inconvenient as possible
  19. Never pass on your skill and experience to a new or less skillful worker.
  20. Insist on perfect work in relatively unimportant product
  21. Bring up irrelevant issues
  22. Attempt to reopen the decisions made in past meetings
  23. Apply all regulations to the last letter
  24. Always sign out the unimportant jobs first