When possible, refer all matters to committees for "further study and
consideration". Attempt to make the committees as large as possible—never
fewer than five
只要有可能，将事情交给委员会"进一步讨论"。尽量使委员会庞大，绝对不要小于五人。
Bring up irrelevant issues as frequently as possible.
尽可能提出不相关的议题。
Haggle over precise wordings of communications, minutes, resolutions.
过度强调沟通上的遣词用字。
In making work assignments, always sign out unimportant jobs first, assign
important jobs to inefficient workers with poor machines.
分配工作时，总是先分配不重要的工作，并且把重要工作交给无能的劳工，配备无效的
工具。
Insist on perfect work in relatively unimportant products; send back for
refinishing those with the least flaw. Approve other defective parts whose
flaws are not visible to the naked eye.
总是强调把不重要的事情做到完美。把最少缺点的工作退回去重新开始，总是通过缺陷明
显部分。
To lower morale, and with it, production, be pleasant to inefficient workers;
give them undeserved promotions. Discriminate against efficient workers;
complain unjustly about their work.
为了降低士气，以及虽之而来的生产效能，总是放任最无能的工作者，给予他们不匹配的
升迁，歧视有效率的工作者，不公平地对待他们的工作。
Hold meetings when there is more critical work to be done.
每当有重要工作时，都要召开会议。
Multiply procedures and clearances involved in issuing instructions,
paychecks, and so on. See that multiple people must approve everything where
one would do.
复杂化工作步骤、授与权力、支付金钱等等，让原本一人就能完成的工作，变成需要多
人完成。
Spread disturbing rumors that sound like inside information.
散布不实言论，而且这些言论要听起来像是内部消息。
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我不知道有多少人愿意把这么长的东西看完，但我看完之后，觉得这根本就是一般企业的
常态。这一篇文章是在讨论担任间谍时，如何在敌方进行秘密破坏行动。可能跟你们想像
的暗杀、放置炸弹等等不太一样。听说二战时美国用了这套行动准则，结果让德国疲于奔
命，东奔西跑毫无目标可言，结果打赢战争。
有没有祕密破坏行动的八卦呢？或是有没有人可以对此行动准则做进一步完善？