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Accountability | Defining Accountability

To take accountability one step further and further define really what it is to be accountable and create tools on how all of us can be more accountable to ourselves and to the patient.

It only makes sense for us to now define what it actually is. It is a personal choice to rise above oneself and to own the event to implement a solution.

So taking that definition of accountability and breaking it down even further, what we come to is eight individual steps or eight rungs on a ladder that define behavior as being either unaccountable, which is sort of the bottom four or accountable, which is sort of the top four in our rung of eight.

The first one that we are going to have is denial. That the event didn’t happen just flat out nothing occurred.

The lowest part of accountability ultimately is denial, and people in denial understand that an accountable event had occurred, but simply ignore it as even being a problem.

The next one that we do have is blaming, recognizing that there is an issue, but also blaming others for the mistake. They often reference other people or other circumstances as the blame for why this accountable event occurred. But they themselves don’t take responsibility for it, it’s blaming something else or a different circumstance.

So one common area that this comes up is like, oh, well, that wasn’t me. It was so-and-so that did this. The next thing that we have as far as being unaccountable is excuses.

These are the “I can’t” people. So it’s not just a matter of we’re blaming someone else or some other circumstance for the accountable event. Now it’s “I can’t.”

So placing an excuse with, well, yeah, I know that. However, I wasn’t told this or I didn’t learn that in school or I didn’t know that I shouldn’t have done that.

They tend to avoid tough issues. They tend to avoid tough situations and can often be heard by saying, well, just tell me what to do. If you don’t tell me what to do, then I don’t know how to do this.

Accountable rung number four is going to be wait. People here recognize that there’s a problem, but have chosen to not act and hope that the problem will either disappear or that someone else will take care of it without their input. In looking at all the variables that we have just discussed, denial, blame, excuses, waiting. When we look at those for us, and one thing that you’ll recognize here, PAW Health, is that we are very deliberate in discussing those in the moment. Denial, blaming excuses and waiting are all unaccountable behavior.

Reality is, yep, this issue has occurred and this is where we are at.

And the way in which we establish reality is actually through collaboration. So coming into the first rung of accountable behavior just mandates and dictates that people are willing to admit that there is a reality of the circumstance that this accountable event actually occurred. Coming into number six is owning it. And people here own the problem and acknowledge their own individual responsibilities to that accountable event.

Individually, we will take full responsibility for that event and that’s fulfilling essentially own it.

They’re no longer blaming and they’re no longer making excuses. This is often defined as the Spartacus moment where you stand up and say, yes, this accountable event did occur and I am the one who is responsible for it occurring.

The next thing that we have in moving forward in accountability is to start to propose solutions.

What are some things that we can put into place or where are some areas that we can provide clarity so that we can start to move forward. Moving from owning an accountable event up to having the answer on how to fix it might dictate that individuals have a high level of self-awareness. It might dictate that they have a high level of critical thinking skills or being intelligent when it comes to interacting with other humans and that’s where collaboration comes in. Giving trust and respect to the other individuals within the team.

Those administrators or those supporting roles, trying to unify the team through our ability to collaborate and actually create solutions. The only thing that you would ever ask a new team member from a giving and gaining trust standpoint or mutual respect standpoint, is just be willing to come into problems with a growth mindset, understanding that accountable events are going to occur. Mistakes are going to be made, we actually encourage to have mistakes made, so it provides us the opportunity to not only teach the individual, but strengthen the teaching process for the entire team.