A policy analyst may circumvent a number of supervisors to reach a sympathetic ear, or contact a friend several levels down for data, avoiding the effects of organizational structure. While such tactics can be effective, they may have high personal costs in terms of the analyst being marked as disloyal, unethical or being denied access in the future.
A. In general, is this tactic of avoiding the effects of organizational structure proper and defensible? Why or why not?
B. State and justify what strategies you would recommend to an analyst in a rigid organization who is faced with a tight schedule for completion of an analytical study.