The present study aims to compare the contents of the "simple sabotage" instruction with common organizational behaviors in defense organizations in Iran and to provide warnings and strategic recommendations to the country's managers.
The research method included content analysis of the document to extract 34 ineffective managerial and organizational behaviors. Then, a questionnaire was designed based on these themes and distributed among a statistical population of 400 people consisting of managers, supervisors, employees, and Service forces In the four headquarters departments of a defense organization. The resulting data were analyzed using SPSS software.
The results showed that approximately 70% of respondents rated behaviors such as complex bureaucracies, creative employee fatigue, internal conflicts, and deliberate misunderstanding of orders at a high level. These behaviors stem from management weaknesses, unhealthy organizational culture, and external influence, leading to decreased productivity. The study also found that managerial inefficiency and destructive behaviors not only undermine internal efficiency but also erode public trust and social stability. The absence of transparent management policies and effective evaluation systems reinforces these behaviors, creating significant challenges for reform. Additionally, external influence and information threats further aggravate these issues, deliberately weakening organizational functions and disrupting administrative systems.
The research highlights the need to reform management structures, clarify processes, enhance independent oversight, and foster a healthy organizational culture. Implementing these measures can reduce destructive behaviors, restore public trust, and improve the performance of government organizations.