ABSTRACT
As enormous pressures for change cause substantial and widespread redesign of public organizations, overarching constitutional and cultural values may not shift significantly, but almost all other values are on the table for reconsideration. Organizational redesigners—whether they be executives, managers, or front-line workers—are confronted with three sequential questions. The first question—What are the right values to have?—was examined in depth in Part II. As that discussion noted, the more common value shifts being encouraged, not without significant difficulties, include moving from an emphasis on individual performance to teamwork, from an emphasis on stability to an emphasis on change and innovation, and from steep hierarchical organizations to significantly flattened organizations with more decentralized authority.
