The classic definition of the role of the advisor is to “speak truth to power.” This assumes that what clients want from their advisors, in addition to expertise, is a certain level of independence and skepticism.1 However, not all clients are this enlightened and sometimes they try to employ analysts to develop a rationale for a previously chosen strategy, as a mentor for a fellowship group recently put it: “policy-based evidence, rather than evidence-based policy.” Taking on such a job will create an ethical problem for the researcher or analyst and could also damage the longer-term reputation of the researcher or his/her organization.2 It is best to try to avoid such commissions or renegotiate the terms of reference.
Produce evidence-based policy, not policy-based evidence!