The authors' central metaphor is eminently appropriate. They correlate L. Frank Baum's plot and characters with situations in the contemporary business world inorder to answer this question: How can accountability enable individuals and thereby their organizations to achieve the results they seek? The metaphor is developed as follows: The Yellow-Brick Road: "Getting Stuck in the Victim Cycle"; There's No Place Like Home: "Focusing on Results"; The Lion: "Mustering the Courage to Accept Accountability" The Tin Woodsman: "Finding the Heart to `Own' Accountability for One's Self"; The Scarecrow: "Obtaining the Wisdom to Assume Full Responsibility for Solving One's Problems"; and Dorothy: "Exercising the Means Needed to Solve Those Problems."
Granted, Dorothy and her three companions (four if counting Toto) proceed together on the journey to the Emerald City and, along the way, depend upon each other to overcome all manner of obstacles. However, keep in mind that the Emerald City is not the ultimate objective for any of them. Dorothy's, for example, is to return home to Kansas. The purpose of that journey, Baum suggests, is to learn what they do not know inorder to recognize what they already have.
The authors suggest that the same is true of most (if not all) of those who comprise a "cult" of victimization which ducks responsibility while telling everyone else what to do. According to Charles Sykes, "Crisscrossing the trip wires of emotional, racial, sexual, and psychological grievance, American life is increasingly characterized by the plaintive insistence, I am a victim." (Those with any direct and extensive experience with 4-7 year olds immediately recognize this as the adult version of "the blame game.") Connors, Smith, and Hickman examine what they characterize as "the destructive force of victimization" and suggest a step-by-step process by which to overcome it. Specifically, they explain HOW to proceed from consciously or unconsciously avoiding accountability for individual or collective results "Below the Line" to accepting accountability for individual and collective performance "Above the Line." I agree with the authors that a majority of workers choose to believe that they have no control over their jobs. They view themselves -- and justify themselves -- as "victims of circumstance."
This book can be invaluable both to individuals and to teams because it will help them to understand how and why "the destructive force of victimization" results in low productivity, customer dissatisfaction, ineffectiveness, wasted talent, and dysfunctional teams. Those who saw the film no doubt recall the scene in which Dorothy and her companions learn that the Wizard of Oz has no magical powers whatsoever. Only then do they grasp the meaning and importance of the Oz Principle: Assume full responsibility for your thoughts, feelings, actions, and results inorder to direct and control your destiny. Most of those who see themselves as victims have a choice: remain "Below the Line" and suffer while blaming others for that suffering, or, rise "Above the Line" to fulfill what Maslow describes as "self-actualization." In this thought-provoking as well as eloquent book, the authors explain HOW to rise above denial, self-pity, and recrimination; better yet, HOW to to draw upon sources of wisdom and strength within to achieve health, happiness, and prosperity. To paraphrase Pogo, "We have met the Wizard and he is us."
If at all possible, read this book in combination with Bossidy and Charan's Execution: The Discipline of Getting Things Done; Hammer's The Agenda: What Every Business Must Do to Dominate the Decade; and Canfield, Hansen, and Hewitt's The Power of Focus: How to Hit Your Business, Personal and Financial Targets with Absolute Certainty.