ABSTRACT
In this chapter, the author suggests that Director Dubious is less impervious, mostly because he is less convinced that social policy making must continue to be done in the way in which it always has been done. As Mr. Coates correctly pointed out, no technological tool is likely to be of very great use to Director Devious. His conception of his function, and his goal structure, makes him essentially uninfluenceable by the technology of decision making. Mr. Coates made eloquent reference in his paper to the two real problems about motives. One is that different people, and especially different pressure groups, have different motives, whereas the decision maker must make a decision that is responsive both to wishes of those whom he serves and to the technological facts of his problem. The other is that any single person's motives, whether private or public and whether latent or explicit, are virtually always in conflict.
