Policymakers are an interesting group of people. They will often create a policy in advance of the political opportunity to deploy it. I’ve had the privilege of being on the inside of some government agencies for a period of time, and seeing the cleverness with which they approach the political environment. I have seen a circumstance in which the public servants understood the need for social good, developed the policy and simply shelved it and waited for the right opportunity; when a minister was looking for an opportunity to demonstrate their investment in the environment, they had the legislation ready to go. It’s the civil servant’s job, of course, but us scientists figured that they did things in reaction mode. So, for scientists, this understanding of civil servants and the way in which they work, the way in which they negotiate this complex environment, is illuminating.
We need our work to fit their environment, not the other way around. We need to listen, understand what they want to achieve and the environment in which they need to achieve it and then provide them with a suite of alternatives that might solve their problem. But it takes patience. My work in government agencies would not have been effective had I not had mentors within those government agencies who believed we could be useful to them. Had they not opened the door, advised us, given us guidance at various stages, and protected us when things didn’t go as well as we would have hoped, the work wouldn’t have been successful. There is a need for trust on both sides of the fence. I have to trust that what they’re doing is beneficial, effective and well-intentioned, and they have to trust that I will listen, take their advice on board and try to find solutions that work for them.