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Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results Paperback – June 26, 2012

4.3 out of 5 stars 86 customer reviews

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  • Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accounta bility for Results
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  • The Oz Principle: Getting Results Through Individual and Organizational Accountability
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  • How Did That Happen?: Holding People Accountable for Results the Positive, Principled Way
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Editorial Reviews

Review

"Lloyd James expertly narrates [this]…book on organizational effectiveness. His comfortable performance softens the book's serious intentions." ---AudioFile --This text refers to the Audio CD edition.

About the Author

Roger Connors and Tom Smith are co-founders of Partners in Leadership, an international management consulting firm with thousands of clients in almost all major industries. They are also the co-authors of the prequel to this book, The Oz Principle, and the follow-up book, How Did That Happen?
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Product Details

  • Paperback: 240 pages
  • Publisher: Portfolio; Reprint edition (June 26, 2012)
  • Language: English
  • ISBN-10: 1591845394
  • ISBN-13: 978-1591845393
  • Product Dimensions: 5.4 x 0.6 x 8.4 inches
  • Shipping Weight: 7 ounces (View shipping rates and policies)
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (86 customer reviews)
  • Amazon Best Sellers Rank: #16,700 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Hardcover Verified Purchase
OK... 15 Reviews total so far, 12 of them- all 5* on Jan 4, release day. Imagine the coincidence :).

And yes, I actually DO own the book. It is a decent book among a crowded shelf of business management self-help books. Not worth the 5* sweep though.
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Format: Hardcover
In Leading Change, James O'Toole suggests that much (most?) of the resistance to change initiatives is the result of what he so aptly characterizes as "the ideology of comfort and the tyranny of custom." Roger Connors and Tom Smith fully agree. In a previous collaboration, The Oz Principle, they explain how to get desired results through individual and organizational accountability. They introduce "Steps to Accountability," a sequence of actions: See It (i.e. recognize what must be done), Own It (i.e. make an investment in as well as a commitment to getting it done), Solve It (i.e. recognize and eliminate barriers with whatever resources may be needed), and Do It (i.e. producing the right results in the right way, as promised). Connors and Smith also suggest that people tend to live and work (most of the time) either above or below "The Line" that divides accountable behavior from behavior that is not.

As they note, "We use the term `result,' rather than `goal' because result implies that either you will achieve something or that you have already achieved it. In contrast, `goal' suggests that you would like to have something happen, but might not accomplish it. A goal tends to be hopeful and directional, but not absolute." In this context, I reminded of what Thomas Edison observed long ago: "Vision without execution is hallucination." Apparently the Yoda agrees: "Do or do not. There is no try."

Connors and Smith devote Part One (Chapters 1-5) to explaining how to create a Culture of Accountability, define the results to be achieved, take effective action to produce them, identify core believes that guide and direct behavior, provide experiences that support efforts, and reinforce results to sustain their beneficial impact.
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Format: Paperback Verified Purchase
• Executive Summary
This is a review of Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results, by Roger Connors and Tom Smith. The target audience of the book is business professionals interested in developing a culture of accountability within an organization. In my opinion the strengths of this book are few, though conceptually the authors propose a foundational, though rudimentary, structure describing how one might go about inciting cultural change. That said, there are too many weaknesses to justify suffering through the long winded “real-life” examples that compose the bulk of most chapters; specifically the outdated concepts that are the core of the material presented, the oversimplification of the information’s utility as applicable to all business cultures, and the incessant lists, methods and systems the authors advertise as essential to the process of instilling a culture of accountability. There are so many better choices in this field of study that I cannot comfortably recommend the book; not even as foundational reference material.

• Who is the book written for?

The book is written in such a way that makes me suspect that the authors were providing high level leaders something to distribute among their subordinate managers as required reading when approaching the topic of change management through cultural development. Therefore, I was not surprised at the many customer reviews stating that they were, in fact, encouraged by a manager or boss to give it a read and explain the large brush strokes to their direct reports and teams.
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Format: Hardcover
I was really hoping to see something new and insightful here but as I read through each page in anticipation, nothing ever developed. this is the same old stuff in a new cover. nothing new here. Seems to me to be the operating model of most authors - write a book, wait a few years - update with a new cover. Smith and Connors need some new ideas.
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Format: Kindle Edition Verified Purchase
Today's business world is more focused on people than product, you need to change your way of looking at things to move forward. This book has some great insights as to the changing culture of the new business world.
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Format: Kindle Edition Verified Purchase
The book gave me a headache and was hard to follow due to the excessive use of "accountability" so much so I did a word search, which identified 100 uses of the word which is either the maximum number the search will identify or it was used exactly 100 times; in any event, the result is painful, literally.

Then I discovered the authors apparently already wrote two books on accountability, and, they used messages from those books in ways that I could not understand because I had not read their other books.

Overall, I felt taken advantage of, because most of all the material was presented in unintuitive ways that has nothing to do with culture in the Organizational Development context.

Nonetheless I give them 5 stars on shameless self promotion and trickery. 0 stars on useful content.

PS: the discussion of culture has roots in behavioral science; culture = an organization's shared values and principles. I also did a word search using "value" and found it is used 19 times. Unfortunately the authors did not explore value in the behavioral context in any of its mentions.

PPS: can't wait to see their next release :)
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