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This paper makes the case for an approach to administrative ethics that regards it as a form of political power within contexts of organization and organizational change (reform). After articulating the logic of this perspective, it is applied to two cases of reform (No Child Left Behind in the US and National Health Service reform in the UK) where reformers have used the power of metrics and high-stakes accountability to force change -- and in the process have altered the respective ethical landscapes.
(A draft of the paper upon which this chapter is based is posted at SSRN for downloading.0
