The Oz Principle: Getting Results Through Individual and Organizational Accountability

The Oz Principle: Getting Results Through Individual and Organizational Accountability (1994) by Craig Hickman, Tom Smith, and Roger Connors is a self-help guide to accountability as a strategy for getting results at the workplace. The book is especially geared toward business leaders, but it also has appeal for employees at all levels at any organization. The authors often extend their arguments into the realm of popular culture. As the title suggests, the authors integrate themes from L. Frank Baum’s classic The Wonderful Wizard of Oz (1900), which Hickman, Smith, and Connors see as a journey of the four main characters (Dorothy, the Scarecrow, the Tin Woodsman, and the Cowardly Lion) toward accountability. The central argument of The Oz Principle is that, to achieve success, organizational leaders must promote a culture of accountability while rejecting a culture of victimization. Some key themes the authors develop include Staying “Above The Line” by Embracing Accountability, getting Stuck “Below The Line” in the Victim Cycle, and Effective Leadership Through the Application of the Oz Principle.

Connors and Smith have coauthored several books on individual and workplace accountability in addition to The Oz Principle. In 1989 they cofounded Partners in Leadership (now Culture Partners), a management consultant firm which specializes in improving workplace culture to promote long-term financial success. Hickman is the best-selling author and coauthor of 17 books, many on workplace culture. He has also served as a chief executive officer (CEO) of Headwaters Technology Innovation and as a senior vice president at Partners in Leadership.

The Oz Principle was first published in 1994 and has since become a classic handbook on accountability in business. This guide refers to the 2004 10-year anniversary edition.

Note: The authors use specific capitalization for the terms “Above The Line” and “Below The Line” throughout The Oz Principle. That style is reflected in this guide.

Summary

The Oz Principle is divided into three parts. In Part 1, the authors distinguish between Above The Line and Below The Line thinking. These concepts are central to the book, and they are returned to frequently. They begin the book by arguing that businesses and people in general are often caught in a cycle in which they find excuses and blame others for their problems instead of embracing accountability to get results. They point to examples of businesses and leaders who have failed to take responsibility for problems by either failing recognize that they exist, acknowledging them too late, or by pointing the blame elsewhere.

The authors contend that these failures often happen because organizations and individuals are stuck in the victim cycle, in which they accept the status quo and come to believe that they are powerless to create change. They point to six ways of getting stuck in the victim cycle: ignoring or denying; claiming that something isn’t your job; pointing fingers; being confused and asking for instructions; covering one’s tail; and waiting and seeing. The authors then present their own definition of accountability, in which they focus on rising above one’s circumstances and taking the steps to get Above The Line: “See It, Own It, Solve It, Do It” (78). They try to shift the definition of accountability from something negative—something we look for when we want to assign blame—to something positive—an attitude in which everyone at an organization can contribute meaningfully to the results achieved. They argue that organizations should develop a culture of individual accountability and joint accountability, in which individuals and teams connect their responsibilities to the overall goals of the organization.

In Part 2, the authors explore the steps involved in moving in “See It, Own It, Solve It, Do It” (78). Each concept is associated with a figure from The Wizard of Oz (Cowardly Lion, Tin Woodsman, Scarecrow, and Dorothy, respectively). First, they focus on strategies to “see it” and emphasize courage through the lens of the Cowardly Lion. This includes seeking out honest feedback. Next, they focus on ownership and getting out of the victim mentality through the lens of the Tin Woodsman; this means having the heart to “own it.” The authors present numerous examples of people who feel victimized by their circumstances but who, after seeking out honest advice and applying the Oz Principle, come to recognize that they are also responsible for the circumstances they experienced. Often, those people ignored warning signs or did things that contributed to the situations in which they feel victimized.

The focus shifts to the figure of the Scarecrow and having the wisdom to “solve it.” The authors emphasize the need to identify real problems instead of wasting time solving problems that don’t exist for the sake of change. The authors identify six skills necessary to the “Solve It” step: staying engaged; persistence; thinking differently; creating new linkages; initiative; and staying conscious. The authors then focus on Dorothy as a figure who represents the means to “do it.” Here the authors point to examples of companies that have taken the other steps but nevertheless failed to take action, even when they’ve laid out what actions need to be taken. Such inaction leads to disappointment, which can quickly drag individuals and companies Below The Line into the victim cycle.

In Part 3, the authors turn their focus toward keeping individuals and organizations Above The Line by identifying destructive elements and approaches that tend to drag one Below The Line. They identify Glinda the Good Witch as a model coach and leader because she does not instill fear or her vision on Dorothy and her companions. Instead, she guides them toward recognizing that their individual and joint accountability empowers them to overcome the obstacles in front of them and achieve results. The authors further emphasize clearly defined results and goals as essential to creating a culture of accountability. They point to three pillars that are necessary to embed accountability in an organization: training for everyone; a new view of accountability; and making the new view of accountability a way of life. They also stress the value of asking questions. They end the book by exploring a variety of common problems in organizations, from poor communication to misalignment, that often keep or get companies Below The Line. They end the book with examples of successful companies they have helped to apply the Oz Principle.