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Traditionally, American government has created detailed, formal
procedures to ensure that its agencies and employees are
accountable for finances and fairness. Now in the interest of
improved performance, we are asking our front-line workers to be
more responsive, we are urging our middle managers to be
innovative, and we are exhorting our public executives to be
entrepreneurial. Yet what is the theory of democratic
accountability that empowers public employees to exercise such
discretion while still ensuring that we remain a government of
laws? How can government be responsive to the needs of individual
citizens and still remain accountable to the entire polity? In
Rethinking Democratic Accountability, Robert D. Behn examines the
ambiguities, contradictions, and inadequacies in our current
systems of accountability for finances, fairness, and performance.
Weaving wry observations with political theory, Behn suggests a new
model of accountability --with "compacts of collective, mutual
responsibility" --to address new paradigms for public
management.
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