It's a matter of degree. Sabotage doesn't always mean instant breakage. In "The Simple Sabotage Field Manual" we learn to slow down the organization by things like "Bring up irrelevant issues as frequently as possible", "Work slowly. Think out ways to increase the number of movements necessary on your job.", and "Do your work poorly and blame it on bad tools, machinery, or equipment."

If you are the person who consistently takes 10x longer than everyone else to fix issues, then someone has a conversation with you. It's not that hard.