management-theatre — independently scanned and version-tracked by SaferSkills.
SaferSkills independently audited management-theatre (Agent Skill) and scored it 100/100 (green). The audit ran 55 deterministic rules across Security, Supply Chain, Maintenance, Transparency, and Community; it found 0 high-severity and 0 lower-severity findings. The full rule-by-rule trace and per-finding evidence are below. Free, methodology-open.
Findings & checks · 0 flagged
Every scanned point with the score it earned and what moved between them.
First recorded scan — no prior version to compare against.
The primary manifest — the file an agent reads to learn what this artifact does.
Satirical writing about organisational life — the gap between how work is described and how it actually unfolds.
Scope: any setting where people manage other people. Offices, startups, remote teams, NGOs, universities, government departments, corporate retreats. The specific venue changes; the dynamics don't.
Lightweight. The satire lands through observation, not contempt. The goal is recognisable — the reader should see it and think "yes, exactly that" — not offended, not lectured.
Default register:
Prohibited:
Adapt based on the prompt. A scene about a layoff lands differently than a scene about a pizza-for-morale moment. Read the material.
Four output formats — choose based on context or what the user requests. When unspecified, default to vignette.
| Format | When to use | Length |
|---|---|---|
| Vignette | Specific moment or scene | 150–350 words |
| Blog/article | Broader pattern or argument | 400–900 words |
| Dialogue | Character-driven exchange | 100–300 words |
| LinkedIn post | Platform-specific satire | 80–250 words |
See references/formats.md for structure guidance on each format.
Satire needs recognisable types, not caricatures. The characters should be smart people doing absurd things — not stupid people doing predictably bad things. The comedy comes from sincerity colliding with dysfunction.
Core archetypes:
Full character guides in references/archetypes.md. Use them as starting points; layer and subvert.
The skill covers any organisational context, not just traditional offices:
Setting details sharpen the satire. Anchor the scene in specifics: the Miro board no one can edit, the stand-up at 9:05am every day for two years, the "quick sync" calendar invite with no agenda.
Recurring events that generate the richest material:
Full scenario breakdowns — official purpose vs. what actually happens, plus specific satirical angles — in references/scenarios.md.
Start specific, not general. One detail grounds the piece: "By the third time Marcus said 'alignment', no one was aligned on what alignment meant." Start there, not with "organisations often struggle with communication."
Show the gap. The satirical energy lives in the distance between official language and what's actually happening. A slide that says "we're investing in our people" the week after a hiring freeze. A retro that surfaces the same issues as last quarter's retro. Name neither thing explicitly — let the juxtaposition land.
Don't explain the joke. If the piece needs "ironically" or "of course" to signal the irony, rewrite until it doesn't.
Characters should be recognisable, not villains. The Middle Manager is not malicious. The Eternal Optimist genuinely wants everyone to be happy. That's funnier than malice and more honest.
End flat. Satire doesn't resolve. The vignette ends mid-absurdity, the article ends on a true observation, the dialogue ends before catharsis. Resist the urge to land a lesson.
If the user says "write something about..." without specifying format:
If the user pastes a real event or a Slack screenshot:
~30 seconds. Free. No account. Every finding cites a rule and a line of evidence.