Book contents
- Frontmatter
- Contents
- List of Tables
- List of Figures
- Acknowledgments
- 1 The Political Demography of Think Tanks
- 2 The Evolution of Think Tanks
- 3 Political Credibility
- 4 The Policy Roles of Experts
- 5 Policy Influence: Making Research Matter
- 6 Think Tanks, Experts, and American Politics
- Appendix A Details on the Characteristics, Perceptions, and Visibility of Think Tanks
- Appendix B List of In-Depth Interviews
- Works Cited
- Index
2 - The Evolution of Think Tanks
Published online by Cambridge University Press: 13 July 2009
- Frontmatter
- Contents
- List of Tables
- List of Figures
- Acknowledgments
- 1 The Political Demography of Think Tanks
- 2 The Evolution of Think Tanks
- 3 Political Credibility
- 4 The Policy Roles of Experts
- 5 Policy Influence: Making Research Matter
- 6 Think Tanks, Experts, and American Politics
- Appendix A Details on the Characteristics, Perceptions, and Visibility of Think Tanks
- Appendix B List of In-Depth Interviews
- Works Cited
- Index
Summary
The only difference between you and me which may be of some significance is with regard to the proper function of a bureau of municipal research. It seems to me that in the long run the influence of such a bureau is enormously enhanced if it confines its function to investigation, study and recommendation, including such advice and help as may be necessary in securing the initial installation of improved methods adopted on its recommendation. You evidently, and quite logically, consider that the Bureau has an additional function, namely that of promotion, persuasion and agitation (another word that I use here without the slightest prejudice). Now these last named functions are all not only innocent but also highly desirable. My only point is that they interfere with that scientific detachment from partisan strife which would seem to be absolutely necessary if the Bureau's services are to be availed of to the best advantage by the particular administration that happens to be in power.
Correspondence from Jerome D. Greene, Executive Secretary of the Rockefeller Foundation, to Dr. William H. Allen, Director of the Bureau of Municipal Research, New York City, October 9, 1913Navigating a course between distanced investigation and active promotion is not a new challenge for think tanks. As the excerpt above illustrates, leaders of think tanks have long been faced with trying to strike a suitable balance between careful “study and recommendation” and aggressive “persuasion and agitation.”
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- Publisher: Cambridge University PressPrint publication year: 2004