Sabotage or standard operating procedure?

From The 16 best ways to sabotage your organization's productivity, from a CIA manual published in 1944 by Richard Feloni. Reads a lot like Saul Alinsky's Rules for Radicals.

As summarized by Feloni, the OSS recommended:

Organizations and Conferences

Insist on doing everything through "channels." Never permit short-cuts to be taken in order to expedite decisions.

Make "speeches." Talk as frequently as possible and at great length. Illustrate your "points" by long anecdotes and accounts of personal experiences.

When possible, refer all matters to committees, for "further study and consideration." Attempt to make the committee as large as possible — never less than five.

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 the question of the advisability of that decision.

Advocate "caution." Be "reasonable" and urge your fellow-conferees to be "reasonable"and avoid haste which might result in embarrassments or difficulties later on.

Managers

In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.

Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.

To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.

Hold conferences when there is more critical work to be done.

Multiply the procedures and clearances involved in issuing instructions, pay checks, and so on. See that three people have to approve everything where one would do.

Employees

Work slowly.

Contrive as many interruptions to your work as you can.

Do your work poorly and blame it on bad tools, machinery, or equipment. Complain that these things are preventing you from doing your job right.

Never pass on your skill and experience to a new or less skillful worker.

How do these sabotage techniques differ from standard operating procedure in most larger enterprises? It is not entirely clear to me that they do.