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The Oz Principle: Getting Results Through Individual and Organizational Accountability Paperback – May 4, 2010
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About the Author
Roger Connors and Tom Smith are cofounders of Partners in Leadership, an international management consulting firm with hundreds of clients in almost all major industries. They are also the coauthors of Journey to the Emerald City, a sequel toThe Oz Principle.
Top Customer Reviews
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.Read more ›
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.Read more ›
Most Recent Customer Reviews
When you have material for a nice article but you want to sell a book the result is dissapointing...Published 1 month ago by Hari
Difficult to read through. I had to put it down a few times but I'm happy that I finished it. Had some pretty good insights.Published 2 months ago by Daniel
Great concept. Too many pages to explain the concept that was clear in the first chapterPublished 2 months ago by kl