What future for the policy sciences?

The term “policy sciences” refers both to a distinctive tradition within the policy movement and to the broader policy movement itself. While the generic use of this term is sure to persist, the community of policy scientists trained in the tradition founded by Harold Lasswell and Myres S. McDougal faces challenges to its sustainability as a distinctive tradition of the policy movement. To motivate open discussion and debate, this essay follows the logic of a problem-oriented analysis, and also includes personal reflections and anecdote, with the following objectives: It suggests that the policy sciences tradition faces challenges to its sustainability because of the simple arithmetic of generational turnover in university faculty. It explores six factors internal and external to the policy sciences community militating against sustainability. The essay then critiques three different roles the policy scientist might play in contemporary academia, and concludes with a discussion of alternatives that might enhance the sustainability of the policy sciences tradition, should sustainability indeed be a desired outcome.     

Revenue Strategy on the Gold Coast: The Case of Stamford, Connecticut

This study investigates the effects of federal policy and budgetchanges during the Reagan years as well as the revenue strategiesof governmental and private, nonprofit agencies in Stamford,Connecticut. Systematic examination of agency budgets and interviewswith agency directors in 1982 found widespread anxiety aboutpossible revenue decline, but few departures from traditionalrevenue strategies. In Stamford, federal changes produced revenueproblems for only a few agencies, most of which went about "businessas usual" and did not experience a budget crisis. This situationremained unchanged in late 1985.     

Reviews

Vladimir Shlapentokh, Soviet Intellectuals and Political Power: The Post‐Stalin Era. London: I. B. Tauris & Co. Ltd., 1990, xiv + 321 pp., £19.95

Jadwiga Staniszkis, The Dynamics of the Breakthrough in Eastern Europe. Berkeley, CA: University of California Press, 1991, xiii + 303 pp., £25.00, $35.00.

Richard Sakwa, Gorbachev and his Reforms, 1985–1990. London: Philip Allan, 1990, xiv + 459 pp., £35.00 h/b, £12.95 p/b.

Julian Cooper, The Soviet Defence Industry: Conversion and Reform. London: Pinter Publishers, 1991, ix + 111 pp., £22.50 h/b, £8.95 p/b.

Elizabeth Winiecki & Jan Winiecki, The Structural Legacy of the Soviet‐Type Economy. London: CRCE, 1992, 133 pp., £6.50 p/b.

Marsha Siefert, ed., Mass Culture and Perestroika in the Soviet Union. New York, Oxford: Oxford University Press, 1991, 200 pp., $35.00.

Anne White, De‐Stalinization and the House of Culture. Declining state control over leisure in the USSR, Poland and Hungary, 1953–89. London and New York: Routledge, 1990, x+195 pp., £30.00.

Deborah Adelman, The ‘Children of Perestroika’. Moscow Teenagers Talk About Their Lives and the Future. Armonk, NY: M. E. Sharpe Inc., 1991, xxiii + 256 pp., $24.95.

Michael Marrese & Sándor Richter, eds, The Challenge of Simultaneous Economic Relations with East and West. London: Macmillan, 1990, xviii + 216 pp., £45.00.

David W. Hunter, Western Trade Pressure on the Soviet Union. Basingstoke: Macmillan Academic and Professional Ltd, 1991, xii + 163 pp., £45.00

Pierre Maurer, La Reconciliation Sovieto‐Yougoslave, 1954–1958: Illusions et Disillusions de Tito. Cousset, Fribourg: Editions Delval, 1991, 474 pp., no price.     

The Use of Executive Guidance in State Budget Preparation

The method by which a state budget is developed is critical to the policy-making process. A longitudinal study of states finds an increasing use of budget guidance techniques that control how agencies may propose policy changes and request funds to support those changes. The article examines whether the use of budget guidance is associated with several factors, including regions of the United States, state socio-economic characteristics, state government characteristics, various aspects of state budgeting (such as the use of policy analysis by the executive), and the educational characteristics of the professional staffs in state budget offices.     

Does additional campaign spending really hurt incumbents?: The theoretical importance of past investments in political brand name

The existing literature ignores the fact that the marginal return to current campaign expenditures depends on the candidate's stock of brand name. This simple observation is then used to provide a possible explanation for the negative empirical relationship observed between an incumbent's campaign spending and how well he does.     

Needed: A smaller and very different U.S. military

Conclusion How should the Pentagon decide those missions that it will retain in house? Those missions for which it should seek strategic alliances? Those new missions that it will actively seek to develop a competency in? Or those missions that require service competition because they are viewed as critical? Or those missions that have acquired redundancy due to service poaching, and thus can prudently be the target of reductions?The answers to these questions very much depend on the leadership's developing a view of the long-term future that is very different from the past. For example, will the United States be in the business of maintaining stability in troubled Third World regions? If so, what kind of capabilities, what kind of missions, does it see as necessary to conduct effective operations in these conflicts? What can the U.S. military count on from its strategic partnerships with other nations? What competing roles will the U.S. military be asked to play? What resources are available?These are fundamental, first-order questions. But they must all be answered - a credible vision of the business must be established - before restructuring can proceed in a productive manner. This does not imply a definitive prediction of the future; rather, it involves recognizing that the United States is in a period of relatively low danger, high uncertainty and dynamic change. For that reason the defense establishment should restructure to be more flexible, innovative and adaptive. A primary goal should be to exploit rapidly advancing technologies, while meeting (or preferably forestalling) the greatest and most likely challenges to national security. In summary, developing a credible vision of the future security environment, and acting upon it, is essential if the U.S. defense establishment is to avoid the pitfalls of the interwar French military and the IBM of the 1980s, dominant organizations that restructured to be more efficient in a competitive environment that was rapidly passing into history.