Tag Archives: policy entrepreneur

Policy Analysis in 750 Words: entrepreneurial policy analysis

This post forms one part of the Policy Analysis in 750 words series overview and connects to ‘Three habits of successful policy entrepreneurs’.

The idea of a ‘policy entrepreneur’ is important to policy studies and policy analysis.

Let’s begin with its positive role in analysis, then use policy studies to help qualify its role within policymaking environments.

The take-home-messages are to

  1. recognise the value of entrepreneurship, and invest in relevant skills and strategies, but
  2. not overstate its spread or likely impact, and
  3. note the unequal access to political resources associated with entrepreneurs.

Box 11.3 UPP 2nd ed entrepreneurs

Entrepreneurship and policy analysis

Mintrom identifies the intersection between policy entrepreneurship and policy analysis, to highlighting the benefits of ‘positive thinking’, creativity, deliberation, and leadership.

He expands on these ideas further in So you want to be a policy entrepreneur?:

Policy entrepreneurs are energetic actors who engage in collaborative efforts in and around government to promote policy innovations. Given the enormous challenges now facing humanity, the need is great for such actors to step forward and catalyze change processes” (Mintrom, 2019: 307).

Although many entrepreneurs seem to be exceptional people, Mintrom (2019: 308-20) identifies:

  1. Key attributes to compare
  • ‘ambition’, to invest resources for future reward
  • ‘social acuity’, to help anticipate how others are thinking
  • ‘credibility’, based on authority and a good track record
  • ‘sociability’, to empathise with others and form coalitions or networks
  • ‘tenacity’, to persevere during adversity
  1. The skills that can be learned
  • ‘strategic thinking’, to choose a goal and determine how to reach it
  • ‘team building’, to recognise that policy change is a collective effort, not the responsibility of heroic individuals (compare with Oxfam)
  • ‘collecting evidence’, and using it ‘strategically’ to frame a problem and support a solution
  • ‘making arguments’, using ‘tactical argumentation’ to ‘win others to their cause and build coalitions of supporters’ (2019: 313)
  • ‘engaging multiple audiences’, by tailoring arguments and evidence to their beliefs and interests
  • ‘negotiating’, such as by trading your support in this case for their support in another
  • ‘networking’, particularly when policymaking authority is spread across multiple venues.
  1. The strategies built on these attributes and skills.
  • ‘problem framing’, such as to tell a story of a crisis in need of urgent attention
  • ‘using and expanding networks’, to generate attention and support
  • ‘working with advocacy coalitions’, to mobilise a collection of actors who already share the same beliefs
  • ‘leading by example’, to signal commitment and allay fears about risk
  • ‘scaling up change processes’, using policy innovation in one area to inspire wider adoption.

p308 Mintrom for 750 words

Overall, entrepreneurship is ‘tough work’ requiring ‘courage’, but necessary for policy disruption, by: ‘those who desire to make a difference, who recognize the enormous challenges now facing humanity, and the need for individuals to step forward and catalyze change’ (2019: 320; compare with Luetjens).

Entrepreneurship and policy studies

  1. Most policy actors fail

It is common to relate entrepreneurship to stories of exceptional individuals and invite people to learn from their success. However, the logical conclusion is that success is exceptional and most policy actors will fail.

A focus on key skills takes us away from this reliance on exceptional actors, and ties in with other policy studies-informed advice on how to navigate policymaking environments (see ‘Three habits of successful policy entrepreneurs’, these ANZSOG talks, and box 6.3 below)

box 6.3

However, note the final sentence, which reminds us that it is possible to invest a huge amount of time and effort in entrepreneurial skills without any of that investment paying off.

  1. Even if entrepreneurs succeed, the explanation comes more from their environments than their individual skills

The other side of the entrepreneurship coin is the policymaking environment in which actors operate.

Policy studies of entrepreneurship (such as Kingdon on multiple streams) rely heavily on metaphors on evolution. Entrepreneurs are the actors most equipped to thrive within their environments (see Room).

However, Kingdon uses the additional metaphor of ‘surfers waiting for the big wave’, which suggests that their environments are far more important than them (at least when operating on a US federal scale – see Kingdon’s Multiple Streams Approach).

Entrepreneurs may be more influential at a more local scale, but the evidence of their success (independent of the conditions in which they operate) is not overwhelming. So, self-aware entrepreneurs know when to ‘surf the waves’ or try to move the sea.

  1. The social background of influential actors

Many studies of entrepreneurs highlight the stories of tenacious individuals with limited resources but the burning desire to make a difference.

The alternative story is that political resources are distributed profoundly unequally. Few people have the resources to:

  • run for elected office
  • attend elite Universities, or find other ways to develop the kinds of personal networks that often relate to social background
  • develop the credibility built on a track record in a position of authority (such as in government or science).
  • be in the position to invest resources now, to secure future gains, or
  • be in an influential position to exploit windows of opportunity.

Therefore, when focusing on entrepreneurial policy analysis, we should encourage the development of a suite of useful skills, but not expect equal access to that development or the same payoff from entrepreneurial action.

See also:

Compare these skills with the ones we might associate with ‘systems thinking

If you want to see me say these depressing things with a big grin:




Filed under 750 word policy analysis, agenda setting, Evidence Based Policymaking (EBPM), public policy, Uncategorized

Policy Analysis in 750 words: Michael Mintrom (2012) Contemporary Policy Analysis

Please see the Policy Analysis in 750 words series overview before reading the summary. This summary is not 750 words. I can only apologise.

Michael Mintrom (2012) Contemporary Policy Analysis (Oxford University Press)

Mintrom (2012: xxii; 17) describes policy analysis as ‘an enterprise primarily motivated by the desire to generate high quality information to support high-quality decisions’ and stop policymakers ‘from making ill-considered choices’ (2012: 17). It is about giving issues more ‘serious attention and deep thought’ than busy policymakers, rather than simply ‘an exercise in the application of techniques’ to serve clients (2012: 20; xxii).

It begins with six ‘Key Steps in Policy Analysis’ (2012: 3-5):

  1. ‘Engage in problem definition’

Problem definition influences the types of solutions that will be discussed (although, in some cases, solutions chase problems).

Define the nature and size of a policy problem, and the role of government in solving it (from maximal to minimal), while engaging with many stakeholders with different views (2012: 3; 58-60).

This task involves a juggling act. First, analysts should engage with their audience to work out what they need and when (2012 : 81). However, second, they should (a) develop ‘critical abilities’, (b) ask themselves ‘why they have been presented in specific ways, what their sources might be, and why they have arisen at this time’, and (c) present ‘alternative scenarios’ (2012: 22; 20; 27).

  1. ‘Propose alternative responses to the problem’

Governments use policy instruments – such as to influence markets, tax or subsidize activity, regulate behaviour, provide services (directly, or via commissioning or partnership), or provide information – as part of a coherent strategy or collection of uncoordinated measures (2012: 30-41). In that context, try to:

  • Generate knowledge about how governments have addressed comparable problems (including, the choice to not intervene if an industry self-regulates).
  • Identify the cause of a previous policy’s impact and if it would have the same effect now (2012: 21).
  • If minimal comparable information is available, consider wider issues from which to learn (2012: 76-7; e.g. alcohol policy based on tobacco).

Consider the wider:


  1. ‘Choose criteria for evaluating each alternative policy response’

There are no natural criteria, but ‘effectiveness, efficiency, fairness, and administrative efficiency’ are common (2012: 21). ‘Effective institutions’ have a marked impact on social and economic life and provide political stability (2012: 49). Governments can promote ‘efficient’ policies by (a) producing the largest number of winners and (b) compensating losers (2012: 51-2; see Weimer and Vining on Kaldor-Hicks). They can prioritise environmental ‘sustainability’ to mitigate climate change, the protection of human rights and ‘human flourishing’, and/or a fair allocation of resources (2012: 52-7).

  1. ‘Project the outcomes of pursuing each policy alternative’

Estimate the costs of a new policy, in comparison with current policy, and in relation to factors such as (a) overall savings to society, and/or (b) benefits to certain populations (any policy will benefit some social groups more than others). Mintrom (2012: 21) emphasises ‘prior knowledge and experience’ and ‘synthesizing’ work by others alongside techniques such as cost-benefit analyses.

  1. ‘Identify and analyse trade-offs among alternatives’

Use your criteria and projections to compare each alternative in relation to their likely costs and benefits.

  1. ‘Report findings and make an argument for the most appropriate response’

Mintrom (2012: 5) describes a range of advisory roles.

(a) Client-oriented advisors identify the beliefs of policymakers and anticipate the options worth researching (although they should not simply tell clients what they want to hear – 2012: 22). They may only have the time to answer a client’s question quickly and on their own. Or, they need to create and manage a team project (2012: 63-76).

(b) Other actors, ‘who want to change the world’, research options that are often not politically feasible in the short term but are too important to ignore (such as gender mainstreaming or action to address climate change).

In either case, the format of a written report – executive summary, contents, background, analytical strategy, analysis and findings (perhaps including a table comparing goals and trade-offs between alternatives), discussion, recommendation, conclusion, annex – may be similar (2012: 82-6).

Wider context: the changing role of policy analysts

Mintrom (2012: 5-7) describes a narrative – often attributed to Radin – of the changing nature of policy analysis, comparing:

  1. (a) a small group of policy advisors, (b) with a privileged place in government, (c) giving allegedly technical advice, using economic techniques such as cost-benefit analysis.
  2. (a) a much larger profession, (b) spread across – and outside of – government (including external consultants), and (c) engaging more explicitly in the politics of policy analysis and advice.

It reflects wider changes in government, (a) from the ‘clubby’ days to a much more competitive environment debating a larger number and wider range of policy issues, subject to (b) factors such as globalisation that change the task/ context of policy analysis.

If so, any advice on how to do policy analysis has to be flexible, to incorporate the greater diversity of actors and the sense that complex policymaking systems require flexible skills and practices rather than standardised techniques and outputs.

The ethics of policy analysis

In that context, Mintrom (2012: 95-108) emphasises the enduring role for ethical policy analysis, which can relate to:

  1. ‘Universal’ principles such as fairness, compassion, and respect
  2. Specific principles to project the analyst’s integrity, competence, responsibility, respectfulness, and concern for others
  3. Professional practices, such as to
  • engage with many stakeholders in problem definition (to reflect a diversity of knowledge and views)
  • present a range of feasible solutions, making clear their distributional effects on target populations, opportunity costs (what policies/ outcomes would not be funded if this were), and impact on those who implement policy
  • be honest about (a) the method of calculation, and (b) uncertainty, when projecting outcomes
  • clarify the trade-offs between alternatives (don’t stack-up the evidence for one)
  • maximise effective information sharing, rather than exploiting the limited attention of your audience (compare with Riker).
  1. New analytical strategies (2012: 114-15; 246-84)
  1. the extent to which social groups are already ‘systematically disadvantaged’,
  2. the causes (such as racism and sexism) of – and potential solutions to – these outcomes, to make sure
  3. that new policies reduce or do not perpetuate disadvantages, even when
  4. politicians may gain electorally from scapegoating target populations and/ or
  5. there are major obstacles to transformative policy change.

Therefore, while Mintrom’s (2012: 3-5; 116) ‘Key Steps in Policy Analysis’ are comparable to Bardach and Weimer and Vining, his emphasis is often closer to Bacchi’s.

The entrepreneurial policy analyst

Mintrom (2012: 307-13) ends with a discussion of the intersection between policy entrepreneurship and analysis, highlighting the benefits of ‘positive thinking’, creativity, deliberation, and leadership. He expands on these ideas further in So you want to be a policy entrepreneur?


Filed under 750 word policy analysis, agenda setting, Evidence Based Policymaking (EBPM), public policy

Policy in 500 Words: Multiple Streams Analysis and Policy Entrepreneurs

NASA launch

In a previous post, I ask: if the policy cycle does not exist, what do we do? In this artificial policy cycle world, ‘comprehensively rational’ policymakers combine their values with evidence to define policy problems and their aims, ‘neutral’ bureaucracies produce many possible solutions consistent with those aims, and policymakers select the ‘best’ or most ‘evidence based’ solution, setting in motion a cycle of stages including legitimation, implementation, evaluation, and the choice to maintain or change policy.

In the real world, policymaking is not so simple, and three ‘stages’ seem messed up:

  • Defining problems. There is too much going on in the world, and too much information about problems. So, policymakers have to ignore most problems and most ways to understand them. They use ‘rational’ and ‘irrational’ short-cuts to help them pay attention to a manageable number of issues and address problems without fully understanding them. Problems get attention based on how they are ‘framed’: actors use evidence to reduce uncertainty, and persuasion to reduce ambiguity (they focus our minds on one way to understand a problem).
  • Producing solutions. When policymaker attention lurches to a problem, it’s too late to produce a new solution that is technically feasible (will it work as intended?) and politically feasible (is it acceptable to enough people in the ‘community’?). While attention lurches quickly, feasible solutions take time to develop.
  • Making choices. The willingness and ability of policymakers to select a solution is fleeting, based on their beliefs, perception of the ‘national mood’, and the feedback they receive from interest groups and political parties.

Don’t think of these things as linear ‘stages’. Instead, they are independent ‘streams’ which have to come together during a brief ‘window of opportunity’. All key factors – heightened attention to a problem (problem stream), an available and feasible solution (policy stream), and the motive to select it (politics stream) – must come together at the same time, or the opportunity is lost. If you think of the streams as water, the metaphor suggests that when they come together they are hard to separate.  Instead, a ‘window of opportunity’ is like a space launch in which policymakers will abort the mission unless every factor is just right.

So, what do we do in the absence of a policy cycle?

Policy entrepreneurs’ know how to respond. They use persuasion to frame problems, help develop feasible solutions, wait for the right time to present them, and know how to adapt to their environment to exploit ‘windows of opportunity’.

Take home message for students. It is easy to dismiss the policy cycle, and find better explanations, but don’t stop there. Consider how to turn this insight into action. If policymaking is so messy, how should people respond? Studying ‘entrepreneurs’ helps us identify strategies to influence the policy process, but how could elected policymakers justify such a weird-looking process? Finally, look at many case studies to see how scholars describe MSA. It’s a flexible metaphor, but is there a coherent literature with common themes?

Next steps for reading:

Policy Concepts in 1000 Words: Multiple Streams Analysis – an expanded version of this introductory post

What is a policy entrepreneur? – describes various ways in which policy scholars define ‘entrepreneur’

Three habits of successful policy entrepreneurs – a blog post and paper on how entrepreneurs deal with ‘organized anarchy’

Whatever happened to multiple streams analysis? – introduces an article by Michael Jones and me on MSA studies

Paul Cairney and Michael Jones (2016) ‘Kingdon’s Multiple Streams Approach: What Is the Empirical Impact of this Universal Theory?’ Policy Studies Journal, 44, 1, 37-58 PDF (Annex to Cairney Jones 2016) (special issue of PSJ)

Paul Cairney and Nikos Zahariadis (2016) ‘Multiple streams analysis’ in Zahariadis, N. (eds) Handbook of Public Policy Agenda-Setting (Cheltenham: Edward Elgar) PDF see also

There is also a chapter on MSA and ideas in Understanding Public Policy.

If you are feeling really energetic, you can read the source texts:

Kingdon J (1984) Agendas, Alternatives and Public Policies New York: Harper Collins

Cohen, M., March, J. and Olsen, J. (1972) ‘A Garbage Can Model of Organizational Choice’, Administrative Science Quarterly, 17, 1, 1-25

Picture source: NASA Deep Space Gateway to Open Opportunities for Distant Destinations







Filed under 500 words, agenda setting, public policy

Three habits of successful policy entrepreneurs

This post is one part of a series – called Practical Lessons from Policy Theories and it summarizes this article (PDF).

Policy entrepreneurs’ invest their time wisely for future reward, and possess key skills that help them adapt particularly well to their environments. They are the agents for policy change who possess the knowledge, power, tenacity, and luck to be able to exploit key opportunities. They draw on three strategies:

1. Don’t focus on bombarding policymakers with evidence.

Scientists focus on making more evidence to reduce uncertainty, but put people off with too much information. Entrepreneurs tell a good story, grab the audience’s interest, and the audience demands information.

Table 1

2. By the time people pay attention to a problem it’s too late to produce a solution.

So, you produce your solution then chase problems.

Table 2

3. When your environment changes, your strategy changes.

For example, in the US federal level, you’re in the sea, and you’re a surfer waiting for the big wave. In the smaller subnational level, on a low attention and low budget issue, you can be Poseidon moving the ‘streams’. In the US federal level, you need to ‘soften’ up solutions over a long time to generate support. In subnational or other countries, you have more opportunity to import and adapt ready-made solutions.

Table 3

It all adds up to one simple piece of advice – timing and luck matters when making a policy case – but policy entrepreneurs know how to influence timing and help create their own luck.

Full paper: Three habits of successful policy entrepreneurs

(Note: the previous version was friendlier and more focused on entrepreneurs)

For more on ‘multiple streams’ see:

Paul Cairney and Michael Jones (2016) ‘Kingdon’s Multiple Streams Approach: What Is the Empirical Impact of this Universal Theory?’ Policy Studies Journal, 44, 1, 37-58 PDF (Annex to Cairney Jones 2016) (special issue of PSJ)

Paul Cairney and Nikos Zahariadis (2016) ‘Multiple streams analysis: A flexible metaphor presents an opportunity to operationalize agenda setting processes’ in Zahariadis, N. (eds) Handbook of Public Policy Agenda-Setting (Cheltenham: Edward Elgar) PDF see also

I use a space launch metaphor in the paper. If you prefer different images, have a look at 5 images of the policy process. If you prefer a watery metaphor (it’s your life, I suppose), click Policy Concepts in 1000 Words: Multiple Streams Analysis

For more on entrepreneurs:


Filed under agenda setting, Evidence Based Policymaking (EBPM), Folksy wisdom, public policy, Storytelling

What is a policy entrepreneur?

See also: Three habits of successful policy entrepreneurs

From pages 271-2 of Understanding Public Policy

For example, ‘policy entrepreneur’ is used by Kingdon (1984: 21; 104) to describe actors who use their knowledge of the process to further their own policy ends. They ‘lie in wait in and around government with their solutions at hand, waiting for problems to float by to which they can attach their solutions, waiting for a development in the political stream they can use to their advantage’ (Kingdon, 1984: 165–6). Entrepreneurs may be elected politicians, leaders of interest groups or merely unofficial spokespeople for particular causes. They are people with the knowledge, power, tenacity and luck to be able to exploit windows of opportunity and heightened levels of attention to policy problems to promote their ‘pet solutions’ to policymakers (see also Jones, 1994: 196 on their ability to reframe issues).

John’s (1999) treatment of entrepreneurs is similar, but he perhaps replaces the image of a surefooted calculating individual with someone that follows a trial and error strategy; entrepreneurs try out combinations of ideas, ‘to find the one that replicates’ (1999: 45).

In policy transfer, entrepreneurs can be consultants, NGOs or think tanks which promote best practice internationally. International entrepreneurs often have added credentials, either from the exporting country or from a supranational institution such as the World Bank that ties its cooperation to the use of a particular expert (Dolowitz and Marsh, 2000: 10). The classic case is the Harvard professor who travelled the world selling new public management, backed notionally by the US government (Common, 1998: 441). In this case the entrepreneur is perhaps guaranteed some level of success and is always on the road and looking for business rather than waiting for the right opportunity to act.

‘Entrepreneur’ is used in rational choice to explain why some individuals seek to provide public services or form political parties or interest groups when we assume that most free ride (McLean, 1987: 29). In business, entrepreneurs are innovative actors who provide a good or service that otherwise may not be provided; in return for their services they take a profit. The amount of profit depends partly on the level of competition by different entrepreneurs (1987: 28). In politics, it may be more difficult to sell goods, particularly when they are non-excludable (Chapter 7). Political entrepreneurs may profit through other means: when people make voluntary donations; when organizations pay politicians to try to secure contracts or other favours; and, through taxation. Again, the amount of profit depends in part on the level of competition: a high taxing, corrupt politician might be replaced by a cleaner and cheaper opponent (1987: 29). In other cases, politicians pursue measures simply because they believe that there will be an electoral payoff (Mclean, 2002: 541). In the case of organizations, there are people who value a good or service so much that they pay for it regardless of the ability of others to free ride. Or, there are entrepreneurs, driven partly by ideology, who provide a cheap solution to a problem shared by many in exchange for a donation to pursue further initiatives (McLean, 1987: 32).

Mintrom and Vergari (1996: 431; see also Mintrom and Norman, 2009) use ‘entrepreneur’ in a similar way to Kingdon (someone selling ideas) and to rational choice (someone solving a collective action problem) to explain change within the ACF. For example, coalitions are born when entrepreneurs frame issues to encourage members with common beliefs to coalesce around an issue.

Overall, while ‘entrepreneur’ may be a key concept used to explain the timing and degree of policy innovations, we need to be clear about how we use the term. Who are the entrepreneurs? What is their role? What skills do they posses? Do entrepreneurs sell ideas or services? Do they benefit from policy outcomes that favour their beliefs, or material outcomes? Is an entrepreneur a domestic actor joining streams from within, or an external actor applying pressure (or both)?

Posted for comparison with ‘knowledge broker’ – EBPM and ‘knowledge brokers’

Some of these theories about entrepreneurs are discussed in the 1000 Words and 500 Words series on policy theories.

See also: Practical Lessons from Policy Theories


Filed under 1000 words, public policy