Contrive asmanyinterruptionsto your workas you canAttempt toreopen thedecisionsmade in pastmeetingsGive lengthy andincomprehensibleexplanationswhen questioned.Prolongcorrespondencewith governmentbureausInsist ondoingeverythingthrough"channels."Always signout theunimportantjobs firstrefer all mattersto committees,for "furtherstudy andconsideration"When trainingnew workers,give incompleteor misleadinginstructions.Insist onperfect workin relativelyunimportantproductRaise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupIllustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesMultiplypaper workin plausiblewaysAdvocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteDiscriminateagainst efficientworkers;complainunjustly abouttheir workHaggle overprecisewordings ofcommunications,minutes andresolutions.Insist on asmanysignatoriesas possiblePretend thatinstructionsare hard tounderstandApply allregulationsto the lastletterBring upirrelevantissuesBe asirritable andquarrelsomeas possibleSee that theproceduresadopted are asinconvenientas possibleDemandwrittenordersNever pass onyour skill andexperience toa new or lessskillful worker.Holdconferenceswhen there ismore criticalwork to bedone.Contrive asmanyinterruptionsto your workas you canAttempt toreopen thedecisionsmade in pastmeetingsGive lengthy andincomprehensibleexplanationswhen questioned.Prolongcorrespondencewith governmentbureausInsist ondoingeverythingthrough"channels."Always signout theunimportantjobs firstrefer all mattersto committees,for "furtherstudy andconsideration"When trainingnew workers,give incompleteor misleadinginstructions.Insist onperfect workin relativelyunimportantproductRaise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupIllustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesMultiplypaper workin plausiblewaysAdvocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteDiscriminateagainst efficientworkers;complainunjustly abouttheir workHaggle overprecisewordings ofcommunications,minutes andresolutions.Insist on asmanysignatoriesas possiblePretend thatinstructionsare hard tounderstandApply allregulationsto the lastletterBring upirrelevantissuesBe asirritable andquarrelsomeas possibleSee that theproceduresadopted are asinconvenientas possibleDemandwrittenordersNever pass onyour skill andexperience toa new or lessskillful worker.Holdconferenceswhen there ismore criticalwork to bedone.

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