Values and Administrative Dilemmas

This chapter examines the paradoxes of police accountability within the framework of value-based decision-making. At the heart of the discussion lies the central ethical dilemma: How can police organizations ensure accountability without undermining the moral autonomy that drives officers to pursue the noble cause? The chapter introduces two key challenges— Accountability Dilemma 1 , where efforts to control unpredictability through bureaucratic oversight intensify secrecy among line officers, and Accountability Dilemma 2 , where attempts to instill internal ethics clash with officers’ pre-existing moral convictions, leading to resistance against managerial control. Police departments, described as upside-down bureaucracies , invert traditional organizational hierarchies by placing discretionary power in the hands of street-level officers rather than top executives. This structure complicates the implementation of formal ethical codes and external accountability mechanisms , such as internal affairs, citizen review boards, and civil litigation. The task environment —marked by unpredictability and discretion—further limits administrative oversight. The chapter critiques the scandal cycle , where public outcry over misconduct leads to superficial reforms that fail to address underlying cultural issues. It also explores the limitations of internal accountability , emphasizing that officers’ deeply held values often override formal rules. Through examples like stealth driving , the text illustrates how officers may circumvent policy to achieve what they perceive as just outcomes. Drawing on Pascal’s wager , the chapter urges officers to act ethically not only to avoid personal ruin in a surveillance-heavy society but also to uphold the integrity of policing.