Committing to shortsighted decisions for short-term gains, with the result of long-term pain and inefficiency, is almost a specialty for some managers. You can work around them for as long as possible, but the problem is that by not following their poor directive properly and keeping things running smooth you’re actually convincing them that their bad idea was a feasible one, even though if you were to start following their directive everything would fall on it’s face. But eventually, something is going to have to give, and when your managers aren’t listening to you, you don’t have a lot of options.
This IT guy used malicious compliance to expose systemic failures and coast through months of work while doing the bare minimum. He worked for a major oil company in Canada as boots-on-the-ground IT support.
It should be no surprise to anyone at those point that the account of events starts with the large corporate company replacing the core IT team with an inexperienced one, looking to shave off some costs so some executive could claim a bonus for the quarter but shortsightedly hamstringing the actual operations which would lead to long term complications and loss of efficiency. As is often the case in these situations, those above him were unwilling to heed the warnings he had about the issues, choosing instead to ignore them and continue on their course, after being given a task that was impossible to complete on their own across the sprawling and distant locations of the organization they realized that doing his best was the only option—which meant arriving late to the office and leaving early so that he could stop at some of the locations he was supposed to be checking on the way.
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