Many social scientists employed by the government or in the armed services during the war found their research and scientific wisdom not eagerly accepted, wisely interpreted, or sensibly followed by policy-makers. Unlike some of the old-line departments, the war agencies had no established procedure for utilizing social science. Social scientists had a place on the ever-changing organization charts, sometimes merely because it was somewhat vaguely felt that all kinds of brains, even academic, were necessary to win a total war. Often they had to carve out for themselves the specific rôles they wished to play. They functioned, not in accordance with the charts, but within what Mansfield and Marx call informal organizations of their own making.

In many situations, there was a discrepancy between what social scientists thought they could do and what the policy-makers were prepared to let them do. Some sought deliberately to bridge the gap by promoting and marketing their disciplines and themselves. Like their colleagues in the natural sciences, they wished to be consulted when problems involving their own expertness were involved.

The informal techniques that social scientists employed in behalf of social science and themselves are worth recording because certainly similar ones must often be utilized whenever social scientist meets policy-maker. They should be mentioned to any social scientist about to enter government service, so that he can at least be aware of the problem and more easily survive the initial period of disillusionment and misery. They belong, it seems, within the purview of the student of public administration.