In Washington, policy on human service issues is decided by an elite group of professionals who work on Capitol Hill and in the executive branch.
On any given issue there are no more than 10 to 20 of these individuals, though their identities vary depending on the issue. Most have decades of experience. Because their knowledge is specific to one or two issues, their impact within the sphere of their issue is profound, but they may have little impact outside that circle.
Their power is largely derived from higher level individuals, such as members of Congress or political appointees, who could not possibly have the time or depth of expertise needed to understand every issue they are responsible for. As a result, power devolves downward to select, highly experienced staff.
The power of these individuals is heightened by mutual trust. Staff earn their place through knowledge of the issues, but also knowledge of their boss’ preferences and interests. This trust has the added effect of isolating staff from most outside pressure.
Some people who are new to the culture in Washington make the mistake of trying to go over staff members’ heads. They fail to realize that as soon as they leave the room, higher level policymakers simply ask their staff what they think; staff always gets the last word.
Isolated from outside pressure, these professionals make decisions based on what they perceive to be good policy consistent with the broad views of their superiors. The only way to influence them is to bring knowledge to the table that they do not have. In our case, the information they lack is how programs work and affect people outside of the bubble of Washington. This is the concept of connected expertise.
Connected Expertise: The Real Currency of Power in Washington
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