Ebook The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman
Just what do you do to start checking out The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman Searching the book that you like to review very first or find a fascinating publication The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman that will make you would like to check out? Everybody has distinction with their reason of reviewing a book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman Actuary, reading behavior has to be from earlier. Many individuals could be love to read, yet not a publication. It's not mistake. Someone will certainly be tired to open up the thick publication with small words to check out. In even more, this is the actual problem. So do take place probably with this The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman
Ebook The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman
Exactly how if there is a site that enables you to look for referred book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman from all over the globe publisher? Automatically, the website will be unbelievable completed. So many book collections can be located. All will be so very easy without complicated thing to relocate from website to site to obtain guide The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman wanted. This is the website that will certainly provide you those requirements. By following this website you can get lots numbers of publication The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman collections from variants kinds of writer and also publisher prominent in this world. Guide such as The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman and others can be gained by clicking good on web link download.
For everyone, if you intend to begin accompanying others to check out a book, this The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman is much advised. And you should get the book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman here, in the link download that we supply. Why should be right here? If you really want other sort of publications, you will certainly constantly discover them and also The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman Economics, national politics, social, scientific researches, religious beliefs, Fictions, as well as a lot more books are supplied. These offered books remain in the soft documents.
Why should soft documents? As this The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman, many individuals likewise will need to buy the book faster. But, in some cases it's up until now method to obtain guide The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman, also in other nation or city. So, to reduce you in discovering guides The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman that will certainly support you, we aid you by giving the listings. It's not just the listing. We will give the suggested book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman link that can be downloaded and install directly. So, it will certainly not require more times as well as days to position it as well as other books.
Accumulate the book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman begin with now. But the extra means is by gathering the soft file of the book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman Taking the soft data can be saved or saved in computer system or in your laptop. So, it can be more than a book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman that you have. The simplest method to reveal is that you could also conserve the soft file of The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman in your ideal as well as readily available gizmo. This condition will mean you too often read The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman in the spare times greater than chatting or gossiping. It will not make you have bad habit, but it will certainly lead you to have far better practice to check out book The Oz Principle: Getting Results Through Individual And Organizational Accountability, By Roger Connors, Tom Smith, Craig Hickman.
The Oz Principle is the groundbreaking work that demonstrates the vital role of accountability in the achievement of business results and the improvement of both individual and organizational performance. With more than a half million copies sold, The Oz Principle has emerged as one of the most influential and useful business ideas of recent times. The Oz Principle shows how to overcome The Blame Game that is so prevalent in organizations today. By taking the Steps to Accountability® and helping people See It®, Own It®, Solve It®, and Do It®, the authors help people move Above the Line® to take ownership for overcoming obstacles and getting results. The audio book spells out how to capture the power of positive accountability by helping people at every level of the organization ask the question, "What else can I do?" to achieve the result. The Oz Principle changed the fate of hundreds of companies because it works! People want to be accountable. Taking ownership of a business is exciting. So is improved performance. That's why accountability has become a core management value for thousands of organizations throughout the world.
- Sales Rank: #5175 in Audible
- Published on: 2011-02-09
- Format: Unabridged
- Original language: English
- Running time: 481 minutes
Most helpful customer reviews
204 of 219 people found the following review helpful.
Before Adopting This Book For Your Business...
By William A. Reed
Before adopting this for your business it is worth considering whether it will achieve your goals and if it will have unintended consequences.
One of the first things you may notice in this book is that the authors have trademarked the commercial use of the two phrases "above the line®" and "below the line®". The horizontal "line" separates two types of behavior and attitudes, which represents the OZ principle. This might be some indication of their intentions.
Above the line thinking is about being accountable and below the line thinking is about "the blame game". In other words, the authors posit that we live in a culture of entitlement and pseudo-victimization where we are motivated to avoid accountability and blame others for failure. Consequently, this book (and its associated training courses) is often selected by management to obtain more "accountability" (and less excuses) from their employees.
Such a simplistic formula with a few twists and many anecdotal stories provide the necessary fuel for a highly successful book as well as a robust training and consulting practice. But, the expected results for your organization may not live up to the hype. This should be somewhat obvious on critical reflection, if you believe that people are not nearly as one-dimensional as this approach suggests.
I am all for accountability but have some concerns with this approach. First, its all-encompassing, individually-focused assessment of attitudinal performance is grossly over-simplistic, but interestingly appealing to organizations that are seeking simple solutions to their performance problems. It also appears to satisfy a number of individuals and managers who find solace in uncomplicated prescriptions to guide their staff behaviors. But, if you adopt this approach, be sure your managers don't use it to silence your employees and essentially reduce all problems to a single cause by attributing the accountability to one person.
According to the authors, when individuals are "confused", adopt a "wait and see" position, or try to "cover their tail", they are acting below the line, which comes across as a pejorative if not an accusatory label. This attribution is based on the notion that members do have the power to perform above the line should they so choose. So it is always deemed to be the employee's fault. What is missing here is the possibility that problems might lay elsewhere (such as in processes, coordination, resources, etc.) or result from multiple causes.
Above the line behavior is described as steps to accountability, which include "see it", "own it", "solve it", and "do it". While this is rather basic, it could be valuable training for some, to focus on basic execution rather than being paralyzed by inaction.
More important though is the primary flaw in this theory, which is its failure to deal with the realities of power and control in organizational settings. While there is a brief mention of empowerment (p. 203) the authors imply that this is the fault of employees. "...employees allow themselves to feel like victims of managers, management behaves accordingly, and results get held hostage by indecision and inaction" (p. 204).
In reality, information, connections, and resources are also important keys to empowerment, but somehow employees are accountable for gaining access to these without upsetting existing organizational structures or fearing any potential punishment for coloring outside the lines.
Some readers may be confused about the authors' concept of "accountability" which is the core theme of the book. Managers typically hold employees accountable which is clearly an expression of power. Yet, it is unlikely that employees could be seen as holding their boss accountable, at least with any punitive force.
Consequently, the authors sidestep this issue by redefining the word "accountability" to be "a personal choice to rise above one's circumstances and demonstrate the ownership necessary for achieving desired results" (p. 47).
However, simply redefining the word for their own use and pretending that it will somehow allow individuals to acquire resources and become accountable seems highly dubious. It is more likely that those with powerful positions will retain its pejorative use. In other words accountability is still a one way street in the land of OZ.
At the same time, the authors have a plan to "hold" employees accountable (now reverting to the traditional meaning of the word) by using a three step process (p. 192) that offers praise to employees who achieve specific measurable goals. While the employees may be invited to share in the goal setting, the asymmetrical availability of power and the ability to mete out rewards and punishments still reside with only one party.
Another underlying premise of this book is that individuals (whatever their position) are in complete control of the outcomes of their work. This is a long-held traditional view of organizations based on reductionist logic which has been significantly challenged in the Complexity literature (see my other reviews). In reality, very few substantive problems are the result of single causality.
To the extent that long-term outcomes are reliant on some forces beyond individual control, it is not just unfair to implement the version of accountability described in this book, but also possibly counterproductive. A better approach might be to drop the accountability rhetoric altogether and focus more on encouraging personal mastery, adaptation, and cooperative knowledge sharing. In other words, it is doubtful if the Oz principle is particularly good for accountability, motivation, or outcomes.
If you found this review useful, please click "Yes".
51 of 57 people found the following review helpful.
The Book That Destroyed a Company
By Wavegenerator
Approximately two years ago the company I have worked at for more than a decade (a retail pharmacy chain beginning with a W) decided to buy this program from the author, and I'd like to report the consequences of adopting the policies outlined here. I'm a pharmacist who previously enjoyed my job, but the company has ground job satisfaction into dust with this book. Suddenly, in a cult-like move, we had a set of "cultural beliefs" and EVERY official email or communication had to quote at least one of them. The buzzwords are "accountability" and "engagement." This book might be useful for people in management, as a kind of chicken soup for the soul for the business-minded folk, but when the same ideas are applied to the employees, it only breeds resentment and hatred. Morale has never been lower, company-wide, yet there is an annual survey of employee happiness which managers are very careful to supervise, because their bonuses depend upon everyone rating everything highly; in other words, not a real survey at all, but one that the employees feel compelled to answer falsely for fear of retribution. If any employee dares to say that the cultural beliefs are fake, or that personal engagement is low, then immediately there are repercussions, the immediate managers are punished for not making the employees believe they are happy, and all hell breaks loose, with vague suggestions of firings and so on. This book tries to mesmerize the employees into believing that the company's goals are their own, which in many situations could indeed be the case, but certainly not at the one I work for. The book fails to acknowledge the power disparity between manager and employee. It urges one to "own it" and assume personal responsibility instead of blaming others, but this assumes that every corporate decision is automatically a good one, because it came from corporate, and if anything goes wrong with it, it is YOUR fault. It's easy to point out the fallacy. I mean, someone can ask me to lift a Mack truck over my head, but obviously that will never happen. Maybe if I could rent a crane... but as an employee, there is no such access to resources that might be available to management, and the book consistently refuses to acknowledge this fact. Whatever corporate decides is automatically right. For all its claims of personal responsibility, the book indirectly makes shifting the blame the ultimate goal. Responsibility for all that goes wrong is shifted from corporate decision makers onto the backs of those employees who have no power to make decisions. This is a very pernicious manual, suitable only for cults and megalomaniacs who would like to exert mind control over large numbers of people in an attempt to convince them that their happiness depends upon fulfilling corporate goals, as if people are completely one dimensional and have no existence outside of the workplace.
34 of 38 people found the following review helpful.
Good points, but awkward analogy
By Scott Yanoff
This was one of those required reading books from work. The book is densely packed -- the hardcover version I have is 222 pages of average-sized type and little margin space. Each section starts with a blurb from the original text of The Wizard of Oz. Halfway through, I was skipping these hokey introductions. I thought that the idea of an analogy was a good one, but it was oddly executed. I don't know what other well-known book I would have used (although in general, I don't know how popular the book is compared to the movie), but perhaps an analogy is not even needed given their See It - Own It - Solve It - Do It mantra is so prevalent in the book (and trademarked).
The advice in the book is good for the most part. It revolves around accountability and how you can either be "Above The Line" or "Below The Line" with it, along with the mantra listed above.
I especially found the following tips noteworthy:
- Accountability is more than a confession.
- As accountability deepens and people move Above The Line within the organization, a shift occurs from the "tell me what to do," to "here is what I am going to do, what do you think?" -- a truly profound and empowering approach to getting results.
- One company president characterized what joint accountability meant to him this way: "Everyone working together so that we don't drop the ball; but when it does get dropped, everyone dives for the ball to pick it up."
- Owning one's circumstances did not mean accepting the perceptions of one's associates as total truth, but rather acknowledging a connection between one's behavior and their perceptions.
However, what would have pushed this book to receive a higher rating from me would have been fewer examples. The book is probably 95% examples, and while these are an excellent way to convey a point, there were so many that they became diluted. I would have found it more enjoyable to have a few memorable ones that I could look back on or use with my own employees rather than the dozens that repeat the same point continuously.
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman PDF
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman EPub
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman Doc
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman iBooks
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman rtf
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman Mobipocket
The Oz Principle: Getting Results Through Individual and Organizational Accountability, by Roger Connors, Tom Smith, Craig Hickman Kindle
Tidak ada komentar:
Posting Komentar