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Wrecking an International Project

Notes from a saboteur's vade mecum (Part #1)


Reprinted in International Associations 1972, pp. 487-490, with minor modifications by the author, from and earlier version under the title More than 100 Ways to Sabotage a Project: notes from a saboteur's handbook (Urban and Social Change Review, USA), 5, 2, Spring 1972, pp. 67-71). [PDF version]
A. Use of time lags
Use of distance
Use of funds
Use of cultural and working style differences
Use of intellectual differences and comprehension
Use of image, competence and presentation
Use of public relations
Use of organizational structure and procedures
Use of prospective supporters and opponents
Use of superficial response, decoys and lures
Use of technical matters
Use of project personnel
Use of strong arm methods and intimidation
Use of information

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A. Use of time lags
  1. Respond too soon.
  2. Respond too late.
  3. Arrange a meeting to discuss the matter at some convenient future date.
  4. Time the critical meeting, or invite the critical intervention, so that it interferes with people's desire to go away for lunch, for a weekend, or for a holiday period.
  5. Ensure that the critical intervention is given just too little time, so that the arguments appear incoherent.
  6. Agree to research the topic in depth, so as to introduce a delay.
  7. Encourage submission of the project through a body which already has an overload of projects for consideration.
  8. Encourage submission of the project at a time when budgetary allocations for the following period have already been decided.
time when budgetary allocations for the following period have already been decided.