Analytical debates and policy learning: analysis and change in the federal bureaucracy

One of the primary agents of change within federal organizations is the policy analyst. This is so because analysts are formally charged with critiquing existing policies and the organizations that implement them, and with proposing new policies and implementation procedures. But it is often forgotten by both proponents and critics of policy analysis that analysts themselves work within — are are responsive to — an organizational context. This paper provides an attempt to view analysis as a process that initiates and responds to policy change, and that is constrained by the organizational context within which analysis takes place. A set of cases, drawn from energy policy at the federal level, are used to illustrate that process.