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The increasing intensity of American individualism and the corresponding decline of a sense of community have been documented by Robert Bellah and four associates in the important new book Habits of the Heart. One striking implication of this trend is that public administration is becoming lost in the wilderness of individualism. The regime values of modern American politics dictate an emphasis on power and on the clash of individual interests, to the detriment of administrative effectiveness. However, public administration is in actuality founded on the other side of a constitutional duality of power and morals. Public administration relates directly to conceptions of classical republicanism, civic virtue, and cooperative effort. The true constitutional model of public administration derives from Federalists and Anti-Federalists alike in a system of modern politics and classical administration. This model is essential to the continuing viability and effectiveness of public administration in a representative democracy.

Karl Weick's creative approach to organizing is gaining increasing influence in the academic world. Additionally, with the great success of In Search of Excellence, which was heavily influenced by Weick's ideas, his concepts are receiving prominent attention at managerial levels throughout the private and public sectors of the economy. Because of this prominence, Weick's theorizing requires critical review, particularly with regard to his subordination of the importance of purpose in organizing activity. Weick's concepts lead to a one-sided behavioral view that ignores essential questions of organizational purpose and morality. A complete model of organizing requires attention to the administrative function as a moral endeavor.

In the late 1980s, a number of studies began to document serious problems with the federal public service employment system. In the 1st years of the new millennium, similar studies are again documenting major problems. At the beginning of the period, the Volcker Commission began work on recommendations for solutions. In 2002, another Volcker Commission is being formed to seek solutions. This article investigates the events occurring between the two commissions, using four analytical lenses—flow, competence, energy, and commitment. The analysis reveals much action and some improvements in employment flow and employee development; however, nothing positive has occurred to maximize employee energy and commitment to public purposes. Policy initiatives are needed in these last two areas if the capacity to govern is to be maintained.