ABSTRACT
This chapter outlines the pitfalls of conducting research for government departments when there are unexpected changes in the direction of the research or hidden agendas emerge that influence the course of the study. The drive to justify programs in the public sector has resulted in a growing desire by many organisations involved in education, social services, health and welfare to seek evidence of the outcomes that result from these programs. The government department motivations for the studies included the desire for improved outcomes and confirmation of the effectiveness of programs. Researchers will find that there are potential hazards in working with government departments in the conduct of research. The student wellbeing strategy exemplified the servant/master relationship between researcher and provider. Students chosen for the program were likely to possess behavioural problems but during the program were given considerable responsibility to develop social skills, decision-making skills and leadership skills.
