| This article is based on the following
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| | rampant. Though majority of the people
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| book: The Oz Principle : Getting Results
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| | found in this dimension are weak in
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| Through Individual and Organizational
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| | accountability, this does not mean that
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| Accountability By Roger Connors, Tom
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| | very accountable individuals are exempt
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| Smith, and Craig Hickman Published by
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| | from falling Below The Line. They, too,
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| Penguin Group, 2004 ISBN 1-59184-024-4
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| | slip every now and then. The only
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| 234 pages
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| | difference is that they know how to get
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| In The Oz Principle, Connors, Smith, and
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| | out of the rut.
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| Hickman brilliantly use the analogy of
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| | A Simple Solution to Victimization
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| "The Wizard of Oz" to discuss a business
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| | Individuals and organizations Below The
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| philosophy aimed in propelling
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| | Line languish in self-pity until they get
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| individuals and organizations to overcome
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| | trapped in the "I Am a Victim" mind-set
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| unfavorable circumstances and achieve
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| | and find it hard to break free from the
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| desired results. This philosophy can be
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| | vicious cycle. Accountability offers a
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| encompassed in one word: ACCOUNTABILITY.
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| | very simple choice to make, albeit a
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| The eponymous principle builds upon the
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| | difficult one to act upon: "You can
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| ethos of personal and organizational
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| | either get stuck or get results." So
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| accountability. It explores the root
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| | stark in its simplicity that most people
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| cause of an organization's impediments to
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| | fail to realize that the ball has always
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| exceptional performance and productivity,
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| | been in their court.
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| and provides great insight on how to
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| | The Power of Individual Accountability:
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| re-establish a business from the bottom
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| | Moving Yourself Above The Line
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| up, emphasizing on the thin line that
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| | The first step to accountability is
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| separates success from failure. The Above
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| | recognizing the problem. It takes great
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| The Line, Below The Line methodology is
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| | courage to admit that you are stuck in a
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| the driving force behind The Oz
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| | difficult situation. Most people,
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| Principle.
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| | however, fail to view reality the way it
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| The Oz Principle: Getting Results through
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| | is because they choose to ignore it or
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| Accountability
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| | they accept the situation as the status
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| Just like Dorothy's search for the Wizard
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| | quo and go along with it.
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| of Oz for enlightenment, individuals and
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| | To commence the march up the Steps to
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| organizations also seek out the wizard
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| | Accountability, you must first muster the
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| that will save them from the maladies
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| | courage to:a) recognize when you fall
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| that afflict their workplace. However,
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| | Below The Line;b) realize that remaining
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| the wizard is just a distraction, bearing
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| | Below The Line not only ignores the real
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| new-fangled business philosophies and
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| | problem but leads to increasingly poor
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| management fads that will only create a
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| | results; c) acknowledge and accept
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| layer atop the ugly truth that needs to
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| | reality as the first step toward taking
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| be revealed. When the core problem is not
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| | accountability.
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| addressed, the ills will eventually
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| | Mustering the courage to See It will lead
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| resurface and the business is back to its
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| | to the next step, Owning It. Here, you
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| sorry state.
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| | must have the heart to own the
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| Victim Thinking or Failed Accountability
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| | circumstances you've recognized in the
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| When a company suffers from poor
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| | See It step as well as the results that
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| performance or unsatisfactory results,
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| | will come from the course of action you
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| individuals from top management all the
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| | plan to take.
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| way to the front line begin
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| | "What else can I do to rise above my
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| finger-pointing, forming excuses,
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| | circumstances and achieve the results I
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| rationalizing, and justifying, instead of
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| | want?" That is the question to
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| doing something to alleviate the
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| | continually ask yourself when you find
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| situation. They foolishly profess that
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| | yourself stuck in a stubborn situation.
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| the circumstances have made victims of
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| | Apart from creating solutions, Solving It
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| them, that the events are completely out
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| | also involves foresight in determining
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| of their control, and that they shouldn't
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| | the worst possible scenario that can
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| be blamed for the company's current
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| | happen, and being prepared to battle it
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| problems. It's always something or
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| | head on.
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| someone else, never themselves.
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| | Having solutions is not enough if you
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| Above The Line, Below The Line
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| | neglect practical application. You can't
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| A thin line separates failure and
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| | Do It unless you make yourself
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| success, greatness and mediocrity.
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| | accountable not only for immediate
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| Above The Line, you'll find the Steps to
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| | circumstances but also for future
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| Accountability which include in
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| | accomplishment. With this, you are
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| chronological order: See It, Own It,
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| | empowering not only yourself but also
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| Solve It, and Do It. The first step, See
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| | your organization.
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| It, means acknowledging the problem; to
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| | It's so easy to be pulled back Below The
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| Own It is to assume responsibility for
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| | Line, especially if you don't accept full
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| the problem and the results; Solve It
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| | accountability for the situation and the
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| means to formulate solutions to remedy
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| | future. A lot people are afraid to become
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| the situation; and, as a culminating
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| | accountable because they fear the risks
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| step, Do It commands the practical
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| | associated with it. However, know that
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| application of the solutions identified.
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| | without taking the big leap, you will
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| Below The Line is where the
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| | never get anywhere.
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| self-professed victims play The Blame
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| | By: Regine P. Azurin "A Lot Of Great
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| Game. Here, crippling attitudes such as
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| Wait and See, Confusion/Tell Me What To
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| | Book Summaries Of Latest Bestsellers for
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| Do, It's Not My Job, Ignore/Deny, Finger
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