When trainingnew workers,give incompleteor misleadinginstructions.Illustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesInsist on asmanysignatoriesas possibleDemandwrittenordersApply allregulationsto the lastletterProlongcorrespondencewith governmentbureausInsist onperfect workin relativelyunimportantproductPretend thatinstructionsare hard tounderstandContrive asmanyinterruptionsto your workas you canBring upirrelevantissuesrefer all mattersto committees,for "furtherstudy andconsideration"Attempt toreopen thedecisionsmade in pastmeetingsGive lengthy andincomprehensibleexplanationswhen questioned.Insist ondoingeverythingthrough"channels."Always signout theunimportantjobs firstMultiplypaper workin plausiblewaysSee that theproceduresadopted are asinconvenientas possibleHoldconferenceswhen there ismore criticalwork to bedone.Raise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupAdvocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteBe asirritable andquarrelsomeas possibleDiscriminateagainst efficientworkers;complainunjustly abouttheir workHaggle overprecisewordings ofcommunications,minutes andresolutions.Never pass onyour skill andexperience toa new or lessskillful worker.When trainingnew workers,give incompleteor misleadinginstructions.Illustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesInsist on asmanysignatoriesas possibleDemandwrittenordersApply allregulationsto the lastletterProlongcorrespondencewith governmentbureausInsist onperfect workin relativelyunimportantproductPretend thatinstructionsare hard tounderstandContrive asmanyinterruptionsto your workas you canBring upirrelevantissuesrefer all mattersto committees,for "furtherstudy andconsideration"Attempt toreopen thedecisionsmade in pastmeetingsGive lengthy andincomprehensibleexplanationswhen questioned.Insist ondoingeverythingthrough"channels."Always signout theunimportantjobs firstMultiplypaper workin plausiblewaysSee that theproceduresadopted are asinconvenientas possibleHoldconferenceswhen there ismore criticalwork to bedone.Raise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupAdvocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteBe asirritable andquarrelsomeas possibleDiscriminateagainst efficientworkers;complainunjustly abouttheir workHaggle overprecisewordings ofcommunications,minutes andresolutions.Never pass onyour skill andexperience toa new or lessskillful worker.

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