Culture Eats Policy: Why Government Implementation Often Fails
"The words [legislators] write take on an entirely different meaning, and have a very different effect, as they descend through the hierarchy, becoming more rigid with every step."
What It’s About
Jennifer Pahlka argues that the chronic failures of government projects originate from a bureaucratic culture that avoids risk-taking and that mistakes its own norms for iron-clad laws. Through detailed case studies like HealthCare.gov and the Air Force GPS project, she illustrates how risk aversion, procedural obsessions, and outdated personnel rules derail policy implementation, turning good intentions into mediocre results.
Upshot
Pahlka pinpoints three major barriers:
- Accountability Paradox: Civil servants are caught between scrutiny over results and bureaucratic demands for rigid compliance, following incentives to prioritize the latter
- Hiring Absurdities: Outdated federal hiring rules exclude qualified talent, often resulting in critical roles filled by individuals proficient in bureaucratic processes rather than the actual needed skills
- Distorted Policy Execution: Policies take on overly strict interpretations from administrators, creating inflexibility and distorting lawmakers’ original goals
Did you know? A U.S. Air Force GPS project was “delayed indefinitely” and ran billions over budget because a single, self-imposed contracting rule required using a piece of software called an Enterprise Service Bus.
Why It Matters
Weak implementation undermines government’s ability to deliver services. By addressing dysfunction — particularly in technical capabilities, hiring, and accountability — bureaucrats can deliver results in line and at the scale of Congress’s intent.
Who Wrote It
Jennifer Pahlka is the founder of Code for America and author of Recoding America: Why Government Is Failing in the Digital Age and How We Can Do Better.
