Inverting the "Simple Sabotage Field Manual"

In 1944, the US Office of Strategic Services published an internal document: the "Simple Sabotage Field Manual". 

In addition to specific techniques for breaking machines, it included suggestions for how to cripple an organization. 

All of the suggestions are things that already happen spontaneously, because organizing large numbers of people reliably and safely is hard.

Rather than re-state the "sabotage" tips, I thought I'd invert each one to create guidelines for positive change in an organization:

• Always share your competencies and knowledge freely and liberally.
• Expedite when it is safe to do so, and whenever failing to do so would lead to something worse.
• Rules that don't serve a purpose can be changed, or broken in emergencies (but this must be done with extreme thought, caution, and community support, see Chesterton's fence).
• No speeches. Be brief and clear, and say nothing without purpose.
• No committees, but if you must, never more than four persons.
• Stay on mission. Do not re-open closed (or no longer relevant) matters.
• With regards to language: be liberal in what you accept and conservative in what you give out; if the words communicated understanding, spend no time revising them.
• Leadership requires action; Take thoughtful and calculated risks (hedging if appropriate). Beware inertia and cowardice in the name of caution.
• Prioritize important jobs first, and assign them to the most competent and efficient.
• Avoid perfectionism, be pragmatic.
• Allocate promotions and responsibilities according to ability (but be kind and take care of all).
• Conferences are a waste of time, if you already know what you need to do.
• Minimize admin bottlenecks, but If a process really needs N persons to sign off, build in redundancy: ensure that at least 2N persons are trained and authorized to do so.
• Be diligent and serious in your work.
• Avoid distractions, minimize interruptions from co-wokers and avoid breaking up the workday.
• Learn how to build and maintain good tools, and how to do good work with bad tools.