| Abstract: | Abstract: The report of the Science Task Force of the Royal Commission on Australian Government Administration rekindled an old debate on autonomy versus accountability for government scientists. The rationale given there for allowing the natural science community great discretion in managing its own affairs while in receipt of very considerable public funds did not get much support in the debate. Unfortunately, the debate did little to illuminate the problems facing those charged with producing creative, but relevant research in public institutions. A more productive way of tackling the question of autonomy and accountability is to see whose interests are promoted by different stances on the issue. Some critics represent the quest for autonomy as simple power-seeking by professional elites. Yet the institutional setting for many supposedly autonomous scientists involved in successful innovation in industry often involves extensive interaction with non-scientists. User groups — such as the agricultural commodities research committees — influence scientists through a loosely coordinated network. In this situation a form of accountability exists, although it is not exerted through formal parliamentary mechanisms. The arrangements have some elements of corporatism. Autonomy is not prominent within this setting except elusively as a rationale used to blunt temporarily the impact of particular interest group demands that threaten the continuity required to realize investments in long-term research projects. In this case, autonomy is essentially a myth. However, to the extent that it allows scientific institutions to combine interaction in the practical world that their research must serve with some insulation from short-term political or interest group pressures, it may be valuable for successful research management. Science administrators sometimes regulate the research of their juniors quite closely, indicating that even individual “scientific autonomy” can be a very limited form of freedom. None the less, it can be managed in such a way as to allow creative talent to flourish within an accountable structure albeit one that departs from the conventional norms of responsible government. |
