(2) In your own apartment building, you can interfere with radio reception at times when the enemy wants everybody to listen. Take an electric light plug off the end of an electric light cord; take some wire out of the cord and tie it across two terminals of a two-prong plug or three terminals of a four-prong plug. Then take it around and put it into as many wall and floor outlets as you can find. Each time you insert the plug into a new circuit, you will blow out a fuse and silence all radios running on power from that circuit until a new fuse is put in. (3) Damaging insulation on any electrical equipment tends to create radio interference in the immediate neighborhood, particularly on large generators, neon signs, fluorescent lighting, X-ray machines, and power lines. If workmen can damage insulation on a high tension line near an enemy airfield, they will make ground-to-plane radio communications difficult and perhaps impossible during long periods of the day. (10) _Electric Power_ (a) Turbines, Electric Motors, Transformers (1) See 5 b. (2) (e), (f),and (g). (b) Transmission Lines (1.) Linesmen can loosen and dirty insulators to cause power leakage. It will be quite easy, too, for them to tie a piece of very heavy string several times back and forth between two parallel transmission lines, winding it several turns around the wire each time. Beforehand, the string should be heavily saturated with salt and then dried. When it rains, the string becomes a conductor, and a short-circuit will result. (11) _General Interference with Organizations and Production_ (a) Organizations and Conferences (1) Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions. (2) Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Never hesitate to make a few appropriate “patriotic” comments. (3) When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committees as large as possible—never less than five. (4) Bring up irrelevant issues as frequently as possible. (5) Haggle over precise wordings of communications, minutes, resolutions. (6) Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision. (7) Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on. (8) Be worried about the propriety of any decision—raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon. (b) Managers and Supervisors (1) Demand written orders. (2) “Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.