{"id":11752,"date":"2016-08-10T03:39:13","date_gmt":"2016-08-10T07:39:13","guid":{"rendered":"https:\/\/opexsociety.org\/?p=11752"},"modified":"2022-09-06T09:54:46","modified_gmt":"2022-09-06T13:54:46","slug":"cia-operatives-infiltrated-business","status":"publish","type":"post","link":"https:\/\/opexsociety.org\/body-of-knowledge\/cia-operatives-infiltrated-business\/","title":{"rendered":"Have CIA Operatives Infiltrated Your Business?"},"content":{"rendered":"<p>Do you ever wonder why things don\u2019t get done as quickly as they should?\u00a0 Do things get lost in the shuffle?\u00a0 Perhaps you find that you have to more closely supervise the people who are supposed to be doing the work?\u00a0 Are decisions never made because they are perpetually being discussed?\u00a0 Does work stop because someone forgot to do something?<\/p>\n<p>If any of these describe the performance of your company, there is a strong likelihood it has been infiltrated by operatives of the Central Intelligence Agency (<a href=\"https:\/\/www.cia.gov\/index.html\" target=\"_blank\" rel=\"noopener\">CIA<\/a>) \u2013 at least according to the \u201c<a href=\"https:\/\/www.gutenberg.org\/ebooks\/26184\" target=\"_blank\" rel=\"noopener\">Simple Sabotage Field Manual<\/a>\u201d created in 1944 by the Office of Strategic Services (<a href=\"https:\/\/en.wikipedia.org\/wiki\/Office_of_Strategic_Services\" target=\"_blank\" rel=\"noopener\">OSS<\/a>), the precursor to the CIA.<\/p>\n<p>Certainly, some forms of sabotage have a higher risk of getting caught and the consequences are substantial \u2013 so most operatives avoid them today.\u00a0 For instance, most saboteurs will shy away from pyrotechnics, so engineering a blaze is not likely in the plans.\u00a0 Nor is activating the sprinkler system in a building.\u00a0 Today\u2019s saboteur knows these acts will be exhaustively investigated, the probability of their getting caught is high, and the punishment severe.<\/p>\n<p>The operatives of today know that subtle disruptions will slow productivity and, if employed widely and enthusiastically, will stop productivity altogether.<\/p>\n<p><strong>Motives:\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cThe ordinary [employee] very probably has no immediate personal motive for committing simple sabotage. Instead, he must be made to anticipate indirect personal gain\u2026\u201d<\/em><\/li>\n<li><em>\u201cSince the effect of his own acts is limited, the saboteur may become discouraged unless he feels he is a member of a large, though unseen, group\u2026\u201d<\/em><\/li>\n<\/ul>\n<p>An operative is not imbedded from the outside as much as they are created from within an organization.\u00a0 The most likely reason is that the values of the company are different from the values they hold \u2013 with the second most likely reason being that they feel slighted, taken advantage of, and not respected.<\/p>\n<p>The primary source of the employees being disenfranchised \u2013 or not \u2013 will be the employees immediate supervisor.\u00a0 For even if the employee does not align with the company, the employee will forgive and endure a lot if they respect their supervisor.<\/p>\n<p>The employee \u2013 now saboteur \u2013 will, at first, subconsciously and incrementally be less productive for the company.\u00a0 They might take more bathroom breaks.\u00a0 They might linger over lunch or not work as swiftly and accurately as they once did or to their capability.\u00a0 This will evolve into more passive aggressive behavior as the resentment builds into contempt and the saboteur finds they are not alone \u2013 that many others have the same lack of alignment and ill feelings towards the company.<\/p>\n<p><strong>Encouragement:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cIt should be pointed out to the saboteur where the circumstances are suitable, that he is acting in self-defense against the enemy\u2026\u201d<\/em><\/li>\n<li><em>\u201cThe saboteur may have to reverse his thinking\u2026 Where he formally thought of keeping his tools sharpened, he should now let them grow dull; surfaces that formerly were lubricated now should be sanded; normally diligent, he should be lazy and careless; and so on.\u201d<\/em><\/li>\n<\/ul>\n<p>As the contemptuous feelings in the employee for the company builds, the company has become the enemy and the immediate supervisors the jack-boot thugs whose sole they are under.\u00a0 Their actions will evolve from the subconscious to the conscious.\u00a0 Where tasks that were performed almost subconsciously according the expectations, the employee is now actively seeking ways to un-think what has been learned in favor of something that will do damage to the company; double-bonus if it also does damage to the supervisor.<\/p>\n<p><strong>[Job] Safety Measures:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cUse materials which appear to be innocent. Matches, pebbles, salts, [mobile phones], and dozens of other destructive agents can be carried or kept in your living quarters without exciting any suspicion.\u201d<\/em><\/li>\n<li><em>\u201cTry to commit acts for which large numbers of people could be responsible.\u201d<\/em><\/li>\n<li><em>\u201cDo not be afraid to commit acts for which you might be blamed directly\u2026 as long as you have a plausible excuse\u2026 And be profuse with your apologies. Frequently, you can \u2018get away\u2019 with such acts under the cover of pretending stupidity, ignorance, over-caution\u2026\u201d<\/em><\/li>\n<\/ul>\n<p>Our now corrupted employee will make sure to hide his ill feelings and nefarious intent towards the company \u2013 at least until and unless they find another job with another company. \u00a0After all, they need to survive.\u00a0 So they will work in the shadows and their actions will be subtle, but effective.\u00a0 If they get caught, \u201cplausible deniability\u201d will be the phrase of the day.<\/p>\n<p>Their goal is to live to fight another day \u2013 and collect a paycheck along the way.<\/p>\n<p><a href=\"https:\/\/state-of-readiness.com\/\" target=\"_blank\" rel=\"noopener noreferrer\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-16962\" src=\"https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2.jpg\" alt=\"\" width=\"1200\" height=\"628\" srcset=\"https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2.jpg 1200w, https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2-300x157.jpg 300w, https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2-768x402.jpg 768w, https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2-1024x536.jpg 1024w, https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2-800x419.jpg 800w, https:\/\/opexsociety.org\/wp-content\/uploads\/2014\/09\/Order-Today-NYC-2-764x400.jpg 764w\" sizes=\"auto, (max-width: 1200px) 100vw, 1200px\" \/><\/a><\/p>\n<p><strong>Industrial Production, Manufacturing:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cLet cutting tools grow dull\u2026\u201d; \u201cBits and drills will snap under heavy pressure\u2026\u201d; \u201cPut a press out of order by putting more material in than it is adjusted for\u201d; \u201cLubrication points and electrical contacts can easily be fouled by normal accumulations of dirt\u2026\u201d; \u201c\u2026 cause wear on any machine by uncovering the filter system\u2026\u201d; and so forth.<\/em><\/li>\n<\/ul>\n<p>There are many opportunities to have a negative impact on productivity.\u00a0 Some of the best would be to cause the equipment to be less productive \u2013 all the while looking productive themselves.\u00a0 If some measurement illuminates a decrease in productivity, it\u2019s easy to blame it on the measurements (perhaps they argue that they have been incorrectly measured or the standard itself is incorrect).\u00a0 This will precipitate a study, during which everything might be \u201cfixed\u201d for some unknown reason.<\/p>\n<p><strong>Transportation:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cMake train [and all other means of travel] as inconvenient as possible\u2026\u201d<\/em><\/li>\n<\/ul>\n<div style=\"float: right;\"><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/u2pu0m9iTo4\" width=\"280\" height=\"215\" frameborder=\"0\"><\/iframe><\/div>\n<p>Why pay an extra $100 for a direct flight when you can save $100 by having three layovers?\u00a0 Or maybe you saved a mountain of cash by reserving a no-tell motel near(ish) the conference or meeting.\u00a0 Even better, double-up the employees so they share the same room.\u00a0 Of course, you don\u2019t do this for yourself \u2013 just for others.<\/p>\n<p>It doesn\u2019t matter that the total trip time is twice as long as the direct flight and the risk of disruption (missed connections, lost bags, and weary and disgruntled employees) is made far greater \u2013 the saboteur has saved the company $100 (even much more when the discount accommodations are factored into the equation).<\/p>\n<p>The double-bonus is that the saboteur will get to tell their supervisor during the annual review that their travel spend came in under-budget and they are entitled<br \/>\nto that bonus and raise.<\/p>\n<p><strong>Communications:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201c\u2026 give them wrong [telephone] numbers, cut them off \u2018accidentally\u2019\u2026\u201d<\/em><\/li>\n<li><em>\u201c\u2026 delay transmission and delivery [of messages]\u2026\u201d<\/em><\/li>\n<li><em>\u201cGarble [messages].\u201d; \u201cSometimes changing a single letter in a word \u2013 for example, changing \u2018minimum\u2019 to \u2018miximum\u2019 so that the person receiving the message will not know whether \u2018minimum\u2019 or \u2018maximum\u2019 is meant.\u201d<\/em><\/li>\n<\/ul>\n<p>The damage done by the saboteur here can be subtle and irritating \u2013 perhaps just minor delays and a redundancy of effort.\u00a0 But it also can be substantial.\u00a0 Consider; during the <a href=\"https:\/\/en.wikipedia.org\/wiki\/War_of_1812\" target=\"_blank\" rel=\"noopener\">War of 1812<\/a>, <a href=\"https:\/\/en.wikipedia.org\/wiki\/Andrew_Jackson\" target=\"_blank\" rel=\"noopener\">Andrew Jackson<\/a> fought the <a href=\"https:\/\/en.wikipedia.org\/wiki\/Battle_of_New_Orleans\" target=\"_blank\" rel=\"noopener\">Battle of New Orleans<\/a> a full two weeks after the <a href=\"https:\/\/en.wikipedia.org\/wiki\/Treaty_of_Ghent\" target=\"_blank\" rel=\"noopener\">Treaty of Ghent<\/a> was signed.<\/p>\n<p><strong>General Interference with Organizations and Production:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cInsist on doing everything through \u2018channels\u2019. Never permit shortcuts to be taken in order to expedite decisions.\u201d<\/em><\/li>\n<li><em>\u201cMake \u2018speeches\u2019. Talk as frequently as possible and at great length.\u00a0 Illustrate your points by long anecdotes and accounts of personal experiences.\u201d<\/em><\/li>\n<li><em>\u201cWhen possible, refer all matters to committees, \u2018for further study and consideration.\u2019 Attempt to make the committees as large as possible &#8211; never less than five.\u201d<\/em><\/li>\n<li><em>\u201cBring up irrelevant issues as frequently as possible.\u201d<\/em><\/li>\n<li><em>\u201cHaggle over precise wordings of communications, minutes, resolutions.\u201d<\/em><\/li>\n<li><em>\u201cRefer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.\u201d<\/em><\/li>\n<li><em>\u201cAdvocate \u2018caution.\u2019 Be reasonable and urge your fellow conferees to be \u2018reasonable\u2019 and avoid the haste which might result in embarrassments or difficulties later on.\u201d<\/em><\/li>\n<li><em>\u201cBe worried about the propriety of any decision \u2013 raise the question of whether such action is as contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.\u201d<\/em><\/li>\n<\/ul>\n<div style=\"float: right;\"><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/ROxvT8KKdFw\" width=\"280\" height=\"215\" frameborder=\"0\"><\/iframe><\/div>\n<p>I read these and think back on my career.\u00a0 There was a relationship my company\u00a0(the reseller) had with a technology provider (the vendor) \u2013 I won\u2019t call them out\u00a0by\u00a0name, but I referred to them as \u201cConstant Aggravation\u201d.\u00a0 My primary contact\u00a0was a person who \u2013 in my opinion \u2013 suffered from having <a href=\"https:\/\/en.wikipedia.org\/wiki\/Napoleon_complex\" target=\"_blank\" rel=\"noopener\">Napoleon complex<\/a> \u2013\u00a0even though he didn\u2019t recognize that he suffered.<\/p>\n<p>He would insist on building large committees so that he could take credit for decisions that were correct and deflect blame for decisions that were wrong.\u00a0 His talks could be marathon discussions, subtly changing over time as the political\u00a0winds changed \u2013 even outright changing direction and blaming it on other\u2019s misunderstanding of what he originally said.\u00a0 When receiving an email, he would\u00a0not discuss the content, but dwell on the wording and presentation.\u00a0 He believed\u00a0he\u00a0was the center of the universe, and god forbid if you didn\u2019t go through him (then on to his minions) for everything.\u00a0 He was a master saboteur.<\/p>\n<p>Eventually, the relationships ended and I no longer had to endure Constant Aggravation.<\/p>\n<p><strong>Managers and Supervisors:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cDemand written orders.\u201d<\/em><\/li>\n<li><em>\u201c\u2019Misunderstand\u2019 orders. Ask endless questions or engage in long correspondence about such orders.\u00a0 Quibble \u00a0over them when you can.<\/em><\/li>\n<li><em>\u201cDo everything possible to delay the delivery of orders. Even though parts of an order may be ready \u00a0beforehand, don\u2019t deliver it until it is completely ready.\u201d<\/em><\/li>\n<li><em>\u201cDon\u2019t order new working materials until your current stocks have been virtually exhausted, so that the \u00a0slightest delay in filling your order will mean a shutdown.\u201d<\/em><\/li>\n<li><em>\u201cIn making work assignments always sign-out the unimportant jobs first.\u201d<\/em><\/li>\n<li><em>\u201cMake mistakes and routing set parts and materials will be sent to the wrong place in the plant.\u201d<\/em><\/li>\n<li><em>\u201cWhen training new workers, give incomplete or misleading instructions.\u201d<\/em><\/li>\n<li><em>\u201cHold conferences when there is more critical work to be done.\u201d<\/em><\/li>\n<li><em>\u201cMultiply paperwork and plausible ways start duplicate files.\u201d<\/em><\/li>\n<li><em>\u201cMultiply the procedures and clearances involved in issuing instructions\u2026 See that three people have to prove everything for one would do.\u201d<\/em><\/li>\n<\/ul>\n<div style=\"float: right;\"><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/Nzg9cE7-2LQ\" width=\"280\" height=\"215\" frameborder=\"0\"><\/iframe><\/div>\n<p>Carrying on with the theme of what those in leadership roles can do to sabotage<br \/>\nthe outputs of an organization, the extent and impact is limited only by one\u2019s imagination.\u00a0 If properly performed, the results of the sabotage can easily be<br \/>\nblamed on the incompetence of others whose rank and role is less than that of the leader.<\/p>\n<p>Really, the sky is the limit for the skillful leader-saboteur.<\/p>\n<p><strong>Office Workers and Employees: <\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cMisfile essential documents.\u201d<\/em><\/li>\n<li><em>\u201cTell important callers the boss is busy or talking another telephone.\u201d<\/em><\/li>\n<li><em>\u201cWork slowly. Think about ways to increase the number of movements necessary on your job.\u201d<\/em><\/li>\n<li><em>\u201cContrive as many interruptions to your work as you can.\u201d<\/em><\/li>\n<li><em>\u201cPretend that instructions are hard to understand, and asked to have them repeated more than once.\u201d<\/em><\/li>\n<li><em>\u201cDo your work poorly and blame it on bad tools, machinery, or equipment. Complain that these things are \u00a0preventing you from doing your job right.\u201d<\/em><\/li>\n<li><em>\u201cNever pass on your skill and experience to a new or less skillful worker.\u201d<\/em><\/li>\n<li><em>\u201cSee that the procedures adopted are as inconvenient as possible for the management, involving the presence of a large number of employees at each presentation, entailing more than one meeting for each grievance, bringing a problems which are largely imaginary, and so on.\u201d<\/em><\/li>\n<\/ul>\n<div style=\"float: right;\"><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/IZrgnQQnp_k\" width=\"280\" height=\"215\" frameborder=\"0\"><\/iframe><\/div>\n<p>However, you don\u2019t have to be a leader to perpetrate acts of sabotage that are painful \u2013 there are many opportunities for the average person to cause considerable disruption and loss within an organization.<\/p>\n<p>Several years ago, I had a couple of relatives working for me at the office, doing basic office functions and answering the telephone.\u00a0 One day, I was in a\u00a0conversation with one of my other employees and a call came in for me.\u00a0 To my\u00a0shock, the relative answering the phone told the caller that I \u201cwas busy; can you\u00a0call back later?\u201d\u00a0 They didn\u2019t offer to take a message and didn\u2019t take the name of the caller.\u00a0 Shocking, but that was standard practice where they had worked in the\u00a0past \u2013 they were trained by a saboteur and became unwitting saboteurs themselves.<\/p>\n<p><strong>General Devices for Lowering Morale and Creating Confusion:<\/strong><\/p>\n<ul style=\"list-style-type: square;\">\n<li><em>\u201cGive lengthy and incomprehensible explanations when questioned.\u201d<\/em><\/li>\n<li><em>\u201cAct stupid.\u201d<\/em><\/li>\n<li><em>\u201cBe as irritable and quarrelsome as possible without getting yourself in the trouble.\u201d<\/em><\/li>\n<li><em>\u201cCry and sob hysterically at every occasion.\u201d<\/em><\/li>\n<\/ul>\n<div style=\"float: right;\"><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/6M8szlSa-8o\" width=\"280\" height=\"215\" frameborder=\"0\"><\/iframe><\/div>\n<p>When confronted, the expert saboteur will use deflection and smokescreens as the best defense.\u00a0 In doing so, they take the attention off the action they committed\u00a0and place it elsewhere, even if still on themselves.<\/p>\n<p>As we can see, the CIA offered a how-to manual for those wishing to embark on a career as a saboteur.\u00a0 And there are many ways saboteurs can cause havoc in your business and many places they can hide \u2013 sometimes in plain sight.<\/p>\n<p>So if you see any of these subversive activities in your organization, you can be assured that you have been infiltrated by CIA Operatives whose mission is to sabotage your business.\u00a0 You need to flush them out and get rid of them&#8230;&#8230;<\/p>\n<p><strong>&#8230;unless, of course&#8230;\u00a0 <\/strong><strong style=\"font-size: revert; color: var(--global-palette4); font-family: 'Open Sans', var(--global-fallback-font);\">you are the master saboteur!<\/strong><\/p>\n<p><strong>About the author<\/strong><\/p>\n<div class=\"wp-block-image\">\n<figure class=\"alignleft\"><a href=\"https:\/\/www.linkedin.com\/in\/josephparis\/\" target=\"_blank\" rel=\"noreferrer noopener\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-18639\" src=\"https:\/\/opexsociety.org\/wp-content\/uploads\/2018\/02\/JP-Hat-300x300.png\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" srcset=\"https:\/\/opexsociety.org\/wp-content\/uploads\/2018\/02\/JP-Hat-300x300.png 300w, https:\/\/opexsociety.org\/wp-content\/uploads\/2018\/02\/JP-Hat-150x150.png 150w, https:\/\/opexsociety.org\/wp-content\/uploads\/2018\/02\/JP-Hat-400x400.png 400w, https:\/\/opexsociety.org\/wp-content\/uploads\/2018\/02\/JP-Hat.png 451w\" alt=\"\" width=\"300\" height=\"300\" \/><\/a><\/figure>\n<\/div>\n<p>Joseph Paris is an international expert in the field of Operational Excellence, organizational design, strategy development and deployment, and helping companies become high-performance organizations.\u00a0 His\u00a0<a href=\"https:\/\/josephparis.me\/card\/\" target=\"_blank\" rel=\"noreferrer noopener\">vehicles for change<\/a>\u00a0include being the Founder of; the\u00a0<a href=\"https:\/\/xonitek.com\/\" target=\"_blank\" rel=\"noreferrer noopener\">XONITEK<\/a>\u00a0Group of Companies; the\u00a0<a href=\"https:\/\/opexsociety.org\/\" target=\"_blank\" rel=\"noreferrer noopener\">Operational Excellence Society<\/a>; and the\u00a0<a href=\"https:\/\/readiness.institute\/\" target=\"_blank\" rel=\"noreferrer noopener\">Readiness Institute<\/a>.<\/p>\n<p>He is a\u00a0<a href=\"https:\/\/josephparis.me\/\" target=\"_blank\" rel=\"noreferrer noopener\">sought-after speaker and lecturer<\/a>\u00a0and his book, \u201c<em><a href=\"https:\/\/state-of-readiness.com\/\" target=\"_blank\" rel=\"noreferrer noopener\">State of Readiness<\/a><\/em>\u201d has been endorsed by senior leaders at some of the most respected companies in the world.<\/p>\n<p><a href=\"https:\/\/josephparis.me\/card\/\" target=\"_blank\" rel=\"noreferrer noopener\">Click here to learn more about Joseph Paris<\/a>\u00a0or connect with him on\u00a0<a href=\"https:\/\/www.linkedin.com\/in\/josephparis\" target=\"_blank\" rel=\"noreferrer noopener\">LinkedIn.<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Do you ever wonder why things don\u2019t get done as quickly as they should?\u00a0 Do things get lost in the shuffle?\u00a0 Perhaps you find that you have to more closely supervise the people who are supposed to be doing the work?\u00a0 Are decisions never made because they are perpetually being discussed?\u00a0 Does work stop because&#8230;<\/p>\n","protected":false},"author":3,"featured_media":17719,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"footnotes":""},"categories":[336,2194],"tags":[95,126],"class_list":["post-11752","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-body-of-knowledge","category-founders-desk","tag-risk-management","tag-quality-management"],"taxonomy_info":{"category":[{"value":336,"label":"Body of Knowledge"},{"value":2194,"label":"Founders Desk"}],"post_tag":[{"value":95,"label":"Risk Management"},{"value":126,"label":"Quality Management"}]},"featured_image_src_large":["https:\/\/opexsociety.org\/wp-content\/uploads\/2016\/08\/background-1647928_960_720.jpg",960,540,false],"author_info":{"display_name":"Joseph Paris","author_link":"https:\/\/opexsociety.org\/author\/parisjf\/"},"comment_info":0,"category_info":[{"term_id":336,"name":"Body of Knowledge","slug":"body-of-knowledge","term_group":0,"term_taxonomy_id":336,"taxonomy":"category","description":"The collected <em><strong>Body Of Knowledge<\/strong><\/em> of the Operational Excellence Society.","parent":0,"count":1243,"filter":"raw","term_order":"0","order":"0","cat_ID":336,"category_count":1243,"category_description":"The collected <em><strong>Body Of Knowledge<\/strong><\/em> of the Operational Excellence Society.","cat_name":"Body of Knowledge","category_nicename":"body-of-knowledge","category_parent":0},{"term_id":2194,"name":"Founders Desk","slug":"founders-desk","term_group":0,"term_taxonomy_id":2194,"taxonomy":"category","description":"Articles by Joseph F. Paris, Jr.","parent":0,"count":199,"filter":"raw","term_order":"0","order":"0","cat_ID":2194,"category_count":199,"category_description":"Articles by Joseph F. Paris, Jr.","cat_name":"Founders Desk","category_nicename":"founders-desk","category_parent":0}],"tag_info":[{"term_id":95,"name":"Risk Management","slug":"risk-management","term_group":0,"term_taxonomy_id":95,"taxonomy":"post_tag","description":"<b>Risk management<\/b>\u00a0is the identification, evaluation, and prioritization of\u00a0risks\u00a0(defined in\u00a0ISO 31000\u00a0as\u00a0<i>the effect of uncertainty on objectives<\/i>) followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events<sup id=\"cite_ref-Risk_Management_pg._46_1-0\" class=\"reference\"><\/sup>\u00a0or to maximize the realization of opportunities.","parent":0,"count":95,"filter":"raw","term_order":"0","order":"0"},{"term_id":126,"name":"Quality Management","slug":"quality-management","term_group":0,"term_taxonomy_id":126,"taxonomy":"post_tag","description":"<p style=\"text-align: left\"><strong>Quality management<\/strong> ensures that an organization, product or service consistently functions well. It has four main components:<\/p>\r\n\r\n<ol style=\"text-align: left\">\r\n \t<li>quality planning<\/li>\r\n \t<li>quality assurance<\/li>\r\n \t<li>quality control<\/li>\r\n \t<li>quality improvement<\/li>\r\n<\/ol>\r\n<p style=\"text-align: left\">Quality management is focused not only on product and service quality, but also on the means to achieve it<\/p>","parent":0,"count":40,"filter":"raw","term_order":"0","order":"0"}],"_links":{"self":[{"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/posts\/11752","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/comments?post=11752"}],"version-history":[{"count":1,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/posts\/11752\/revisions"}],"predecessor-version":[{"id":27850,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/posts\/11752\/revisions\/27850"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/media\/17719"}],"wp:attachment":[{"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/media?parent=11752"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/categories?post=11752"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/opexsociety.org\/wp-json\/wp\/v2\/tags?post=11752"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}