At one point, Welinder, who would become VP of product, commented bitterly that every conversation felt like a reenactment of a 1944 US intelligence manual about nonviolent sabotage. One section of the pamphlet, declassified in 2008, lists simple instructions for how to destabilize and undermine the productivity of an organization, including: Talk as frequently as possible and at great length. Bring up irrelevant issues as frequently as possible. Haggle over precise wordings of communications, minutes, resolutions. Refer back to matters decided upon at the last meeting and attempt to re-open
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