Creating values-based accountability systems for the turbulence of post-bureaucratic organizations

This chapter argues that most organizations should develop a set of shared values that drive and uniteall facets of their work, creating an inclusive and transparent accountability system. This enables anoverall connection while allowing for groups (such as divisions or departments) to avoid being overlyinterdependent (Carroll & Burton, 2000). This is a more nuanced and adaptable accountability system,enabling individuals and sections within the overall organization to be dynamic, rather than trying todevelop a range of rules and procedures that will cover all circumstances across the organization overtime. In this scenario, changes in context, whether internally or externally to an organization, would notrequire a whole new set of rules and procedures. The chapter focuses on analyzing how an organizationcan develop and utilize a shared set of values to connect processes and interactions into a coherent andflexible accountability system (Gehman et al., 2013).