Bring upirrelevantissuesAlways signout theunimportantjobs firstProlongcorrespondencewith governmentbureausRaise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupMultiplypaper workin plausiblewaysGive lengthy andincomprehensibleexplanationswhen questioned.When trainingnew workers,give incompleteor misleadinginstructions.Advocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteHaggle overprecisewordings ofcommunications,minutes andresolutions.See that theproceduresadopted are asinconvenientas possibleApply allregulationsto the lastletterBe asirritable andquarrelsomeas possibleContrive asmanyinterruptionsto your workas you canDiscriminateagainst efficientworkers;complainunjustly abouttheir workrefer all mattersto committees,for "furtherstudy andconsideration"Pretend thatinstructionsare hard tounderstandInsist onperfect workin relativelyunimportantproductIllustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesInsist ondoingeverythingthrough"channels."Never pass onyour skill andexperience toa new or lessskillful worker.DemandwrittenordersHoldconferenceswhen there ismore criticalwork to bedone.Attempt toreopen thedecisionsmade in pastmeetingsInsist on asmanysignatoriesas possibleBring upirrelevantissuesAlways signout theunimportantjobs firstProlongcorrespondencewith governmentbureausRaise the questionof whetherdecisions lie withinthe jurisdiction ofthe groupMultiplypaper workin plausiblewaysGive lengthy andincomprehensibleexplanationswhen questioned.When trainingnew workers,give incompleteor misleadinginstructions.Advocate"caution." Be"reasonable" andurge your fellow-conferees to be"reasonable" andavoid hasteHaggle overprecisewordings ofcommunications,minutes andresolutions.See that theproceduresadopted are asinconvenientas possibleApply allregulationsto the lastletterBe asirritable andquarrelsomeas possibleContrive asmanyinterruptionsto your workas you canDiscriminateagainst efficientworkers;complainunjustly abouttheir workrefer all mattersto committees,for "furtherstudy andconsideration"Pretend thatinstructionsare hard tounderstandInsist onperfect workin relativelyunimportantproductIllustrate your"points" by longanecdotes andaccounts ofpersonalexperiencesInsist ondoingeverythingthrough"channels."Never pass onyour skill andexperience toa new or lessskillful worker.DemandwrittenordersHoldconferenceswhen there ismore criticalwork to bedone.Attempt toreopen thedecisionsmade in pastmeetingsInsist on asmanysignatoriesas possible

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