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