Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results Author: Visit Amazon's Roger Connors Page | Language: English | ISBN:
1591845394 | Format: PDF
Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results Description
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?
- Paperback: 240 pages
- Publisher: Portfolio Trade; Reprint edition (June 26, 2012)
- Language: English
- ISBN-10: 1591845394
- ISBN-13: 978-1591845393
- Product Dimensions: 8.4 x 5.4 x 0.7 inches
- Shipping Weight: 7 ounces (View shipping rates and policies)
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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