Policies aren't forever: public policymaking and the Argyle Diamond Project

Abstract

The Ashton Joint Venture is developing the Argyle diamond project in Australia's north-west. A number of public policies related to the Argyle project are examined. Case studies of the public policymaking process in relation to the naturalising provisions of the foreign investment guidelines, the Commonwealth powers in relation to the marketing of Argyle diamonds, and the genesis of a social impact policy at Argyle are each evaluated against normative criteria. An attempt is made to test Charles Lindblom's hypothesis that business is in a privileged position vis a vis other interests within the political/policymaking process. It is concluded that the case study material provides significant evidence which supports the hypothesis. The significance of the Lindblom hypothesis for recent theorising on the role of the state is discussed.