ABSTRACT
Stories of corrupt government officials working on behalf of disreputable clients make for good news copy, but are by and large atypical. Most federal officials are hardworking, publicly oriented, and ethically sound. The story of the 2000–2001 transition at the Department of Interior, though exceptional, illustrates some interesting lessons about Washington corruption and the relationship between interest groups and the presidency. It also demonstrates several of the tactics groups use during and after a transition. Who was given a seat on the transition team, who was ultimately chosen during the transition to be appointed to key positions in the agency, and what policy changes were soon made explains much of the complex influence of interest groups.
