When common sense sees a puzzling phenomenon it looks for a causal agent. When it sees organization it looks for an organizer. This works amazingly well for purposes ranging from the diagnosis of diseases to the creation of governments. But it cannot account for emergence. . . the appearance of complex phenomena not predictable from the basic elements and processes alone.
Governments can can send inspectors to companies. Governments can put legal requirements in place to disclose information that consumers and workers and other interested people need. Non-governmental organizations don't have that legal power and to me, that's what imposes substantial limitiations on how far we can go with trying to keep corporations accountable though non-governmental measures.
People and organizations other than doctors increasingly are assuming power to decide which medications to prescribe or procedures to undertake. More and more, decisions about personal healthcare are no longer made by the treating physicians in consultation with their patients, and based on the doctors' expertise.
I travel the world visiting global health programs as an ambassador for the global health organization, PSI, and sometimes the disconnect I see is truly striking: people can get cold Coca Cola, but far too infrequently malaria drugs; most own mobile phones, but don't have equal access to pre-natal care.
The creativity and adaptability of life expresses itself through the spontaneous emergence of novelty at critical points of instability. Every human organization contains both designed and emergent structures. The challenge is to find the right balance between the creativity of emergence and the stability of design.