See It, Own It, Solve It Do It Applying the Oz Principle to ...
See It, Own It, Solve It, Do It: A Framework for Individual and Organizational Accountability Alicia Keaton, University of Central Florida Moving Above The Line The Oz Principle Connors, R., Smith, T., & Hickman, C. (2004). The
Oz principle: Getting results through individual and organization al accountabili ty. New York: Below the Line Ignore/Deny
From where I sit, I dont see a problem Its Not My Job Thats not what Im paid for Finger-Pointing Those people are to blame Confusion
and Tell-Me-What-To-Do You actually expected me to deliver Cover Your Tail I warned you this was a problem Wait and See Things will get better as the year progresses
Definition of Accountability We often hear people describe accountability as something that happens to them when things go wrong. Its a personal choice to rise above ones circumstances and demonstrate the ownership necessary for achieving desired results You ask yourself, what else can I do to make
progress, overcome obstacles and achieve the result? You actively engage and deeply pursue solutions. Above the Line See It Obtain perspective of others Being open and candid in my communications Asking for and offering feedback Hearing the hard things
Above the Line Own It Being personally invested Acknowledging my involvement Creating and maintaining a sense of alignment Committing to both my personal and my teams objectives Above the Line Solve
It Constantly asking, what else can we do? Actively redefining boundaries Creatively dealing with obstacles Staying focused on results Above the Line Do It Reporting proactively Relentlessly following up
Doing the things I say Ill do Measuring my progress toward achieving the intended result Holding People Accountable What Rings the Bell 1.DEFINE the Result 3. DELIVER praise or
coaching Well Done? Or What Else Can You Do? Connors, R., Smith, T., & Hickman, C. (2004). The Oz principle: Getting results through individual and organizational accountability. New York: Penguin Group. 2. DETERMINE time to report on progress What Progress Has Been Made? Moving Above The Line
Moving Above The Line Externalizing vs. Internalizing the Need for Change People have a tendency to externalize the need for change. People inherently struggle, however, with the ability to define themselves within the problem. Blaming Others vs. Taking Accountability
Instead lets take all of the time, energy and resources employed in the Blame Game and channel them into a consistent focus on the organizational results. Moving Above The Line Working in Silos vs Collaborating Organizational structures have long been set up with silos to create specialization and focus. The goal in breaking down silos is not to
destroy a departments ability to make decisions for their respective areas, but rather to eliminate the issues that caused conflicting priorities, lack of information flow, and duplication of efforts and resources. Moving Above The Line Doing the Job vs. Achieving the Result Doing the job and Achieving the Results are NOT mutually exclusive A key shift is creating accountability around organizational
results Telling People What to Do vs. Engaging the Hearts and Minds of People The Tell Me What to Do Culture is a culture where people check their brains at the door, punch the clock, and check off the list of activities that define their job. This activity-oriented mentality tends to be minus any proactive approaches to getting results because, No one is telling me what to do A critical shift is engaging the hearts and minds of people instead of just their hands and feet.
The Oz Principle Connors, R., Smith, T., & Hickman, C. (2004). The Oz principle: Getting results through individual and organization al accountabili
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