I recorded several exit interviews after I departed the White House Office of Science and Technology Policy last month. These turned out well, I think, but the truth about me is that I have not truly reflected on an experience until I have written about it. Today’s essay constitutes my long-overdue reflections on my time working for the White House.
This essay is based upon extensive conversations I had with former and current White House staff during my time in government, as well as on similar essays I have read by others over the years. And of course, it draws from my own experience as Senior Policy Advisor for AI and Emerging Technology in the White House. With that said, this essay is not about gossip: I will not be describing any newsy anecdotes or anything of that sort. And when I do describe internal interactions I had, all names will remain anonymous.
Understanding “The White House”
“The White House” is a lossy abstraction. The name of the bureaucracy that encompasses “The White House” is the Executive Office of the President (EOP). The EOP is composed of many “components”: the National Security Council (NSC), the National Economic Council (NEC), the Office of Management and Budget OMB), and, where I worked, the Office of Science and Technology Policy (OSTP). The Department of Government Efficiency, too, is a White House component, having previously been the Obama-era US Digital Service (the technical name of DOGE is the US DOGE Service). Wikipedia says that about 1,800 people work in the EOP, though I suspect this number is meaningfully lower under the Trump Administration.
Almost none of these personnel work in the building made of white sandstone known as “The White House.” Fewer still work in the White House’s West Wing. Instead they work in the White House Complex, most importantly the New and Old Executive Office Buildings, the latter of which is called today the Eisenhower Executive Office Building (EEOB). The vast majority of people who work for “The White House” work in these latter two office buildings. I worked in the EEOB, located across from the White House on a small, private street called West Executive Avenue.
Despite the geographic confusion, “The White House” usually refers as a metonym to the entirety of the EOP. And when people outside the EOP talk to an EOP staffer about some policy issue, they will say to their friends and colleagues that they spoke with “The White House” about the matter—even if all they really did was exchange text messages with a twenty-something EOP staffer whose security clearance does not even permit him to walk around the West Wing unescorted. Mostly I think this is because it’s convenient, and also because it sounds cool to say you “spoke with The White House.”
This social reality also means that everything you say and do as a White House staffer was said and done by “The White House.” This ends up being a tremendously difficult fact of life for the people whose desk resides within the metonym. You are no longer, exactly, a person. You are transformed into a symbol, a walking embodiment of power. This affects how people treat you, and sadly, I think, it affects how you treat others.
Working at the White House Complex is like orbiting within a solar system. The closer you get to the sun in the center—the President himself—the temperature rises, and the intensity of the gravity increases. The EEOB is a nice middle ground—not an icy, distant planet, but also not, you know, Venus. Still, everyone in the EOP constantly surveils for the occasional coronal mass ejection from the Sun—that is, when something you work on reaches POTUS-level attention. The pace and character of your workday can change at a moment’s notice—from “wow-this-is-a-lot” to “unbelievably,-no-seriously-you-cannot-fathom-the-pressure” levels of intense.
The First Day (...)
The Work of the White House Staffer
So what do you do all day, exactly? It’s a great question. Outside of offices like the NSC and OMB, most White House components do not have much or any hard power. They have no written-in-statute capabilities, other than “providing advice.” They have no shalls at their disposal, only shoulds. So your power rests entirely in soft varieties: mandates, real or perceived, from senior officials, ideally POTUS; proximity, real or perceived, to the President himself.
The other path to soft power is simply by being useful, by solving other people’s problems for them, or by being the person who simply must be a part of that meeting because of your expertise and insight. (...)
Running an interagency process is not that hard—at least, it is not hard to summarize. You want to avoid excessive “policymaking by committee” while also ensuring that agencies have the opportunity to bring legitimate nuance and detail to the table—characteristics that only they, with their subject-matter expertise, can furnish.
To do this you need to identify all the agencies relevant to your policy process (itself nontrivial!); find productive counterparties in those agencies and cultivate them as allies; develop a rich model not just of your counterparty’s incentives and goals but also those of his entire team and agency; and build a model also of the tensions between each counterparty/agency’s incentives and goals and those of all the other counterparties and agencies.
Then, you need to engage in behind-the-scenes diplomacy to “pre-bake” all the major things you care about achieving. Your goal should be for the interagency meeting itself to be a coronation of the already-agreed-upon major policy objectives, and a nuanced discussion of the details of implementation. You’ll need to do this focused work for each interagency process you run while also dealing with all the reactive elements of White House staffing (the Indonesia speech and the nebulous government-to-government negotiations and the lobbying and what not).
Some agencies are easy to work with. Others are almost entirely incorrigible. The most difficult ones are those that centralize communications with the White House, such that the EOP staffer can only get information filtered through the top-level offices of the agency. “Solving” each agency is a unique problem unto itself. (...)
Through the highs and the lows you come to realize what it is to be a mid-senior level White House staffer. You are a lone man, attached to the hull of a gargantuan ship, so large you cannot even see the ends. Your goal is to make it to the engine room, or the bridge, or to whatever else in the ship you feel it is your job to fix or improve. First you have to make it through the hull, and in your hands you have a butter knife.
The job is not just hard. In the final analysis, it is effectively impossible to do completely. But you can make inches of progress, and inches are not nothing. Despite the glamor and the flashes of glory, the work is mostly toil, if you are doing it right (not everyone does). There is a reason, after all, it is called public service.
Nonetheless, it is easy to become dispirited, to become overwhelmed by the enormity of your task and the problems you are trying to solve. In Washington, doing this too much is referred to as “admiring the problem.” That many in our nation’s capital treat understanding problems with such derision perhaps sheds light on why Americans are so often dissatisfied with their solutions.
“The White House” is a lossy abstraction. The name of the bureaucracy that encompasses “The White House” is the Executive Office of the President (EOP). The EOP is composed of many “components”: the National Security Council (NSC), the National Economic Council (NEC), the Office of Management and Budget OMB), and, where I worked, the Office of Science and Technology Policy (OSTP). The Department of Government Efficiency, too, is a White House component, having previously been the Obama-era US Digital Service (the technical name of DOGE is the US DOGE Service). Wikipedia says that about 1,800 people work in the EOP, though I suspect this number is meaningfully lower under the Trump Administration.
Almost none of these personnel work in the building made of white sandstone known as “The White House.” Fewer still work in the White House’s West Wing. Instead they work in the White House Complex, most importantly the New and Old Executive Office Buildings, the latter of which is called today the Eisenhower Executive Office Building (EEOB). The vast majority of people who work for “The White House” work in these latter two office buildings. I worked in the EEOB, located across from the White House on a small, private street called West Executive Avenue.
Despite the geographic confusion, “The White House” usually refers as a metonym to the entirety of the EOP. And when people outside the EOP talk to an EOP staffer about some policy issue, they will say to their friends and colleagues that they spoke with “The White House” about the matter—even if all they really did was exchange text messages with a twenty-something EOP staffer whose security clearance does not even permit him to walk around the West Wing unescorted. Mostly I think this is because it’s convenient, and also because it sounds cool to say you “spoke with The White House.”
This social reality also means that everything you say and do as a White House staffer was said and done by “The White House.” This ends up being a tremendously difficult fact of life for the people whose desk resides within the metonym. You are no longer, exactly, a person. You are transformed into a symbol, a walking embodiment of power. This affects how people treat you, and sadly, I think, it affects how you treat others.
Working at the White House Complex is like orbiting within a solar system. The closer you get to the sun in the center—the President himself—the temperature rises, and the intensity of the gravity increases. The EEOB is a nice middle ground—not an icy, distant planet, but also not, you know, Venus. Still, everyone in the EOP constantly surveils for the occasional coronal mass ejection from the Sun—that is, when something you work on reaches POTUS-level attention. The pace and character of your workday can change at a moment’s notice—from “wow-this-is-a-lot” to “unbelievably,-no-seriously-you-cannot-fathom-the-pressure” levels of intense.
The First Day (...)
The Work of the White House Staffer
So what do you do all day, exactly? It’s a great question. Outside of offices like the NSC and OMB, most White House components do not have much or any hard power. They have no written-in-statute capabilities, other than “providing advice.” They have no shalls at their disposal, only shoulds. So your power rests entirely in soft varieties: mandates, real or perceived, from senior officials, ideally POTUS; proximity, real or perceived, to the President himself.
The other path to soft power is simply by being useful, by solving other people’s problems for them, or by being the person who simply must be a part of that meeting because of your expertise and insight. (...)
Running an interagency process is not that hard—at least, it is not hard to summarize. You want to avoid excessive “policymaking by committee” while also ensuring that agencies have the opportunity to bring legitimate nuance and detail to the table—characteristics that only they, with their subject-matter expertise, can furnish.
To do this you need to identify all the agencies relevant to your policy process (itself nontrivial!); find productive counterparties in those agencies and cultivate them as allies; develop a rich model not just of your counterparty’s incentives and goals but also those of his entire team and agency; and build a model also of the tensions between each counterparty/agency’s incentives and goals and those of all the other counterparties and agencies.
Then, you need to engage in behind-the-scenes diplomacy to “pre-bake” all the major things you care about achieving. Your goal should be for the interagency meeting itself to be a coronation of the already-agreed-upon major policy objectives, and a nuanced discussion of the details of implementation. You’ll need to do this focused work for each interagency process you run while also dealing with all the reactive elements of White House staffing (the Indonesia speech and the nebulous government-to-government negotiations and the lobbying and what not).
Some agencies are easy to work with. Others are almost entirely incorrigible. The most difficult ones are those that centralize communications with the White House, such that the EOP staffer can only get information filtered through the top-level offices of the agency. “Solving” each agency is a unique problem unto itself. (...)
Through the highs and the lows you come to realize what it is to be a mid-senior level White House staffer. You are a lone man, attached to the hull of a gargantuan ship, so large you cannot even see the ends. Your goal is to make it to the engine room, or the bridge, or to whatever else in the ship you feel it is your job to fix or improve. First you have to make it through the hull, and in your hands you have a butter knife.
The job is not just hard. In the final analysis, it is effectively impossible to do completely. But you can make inches of progress, and inches are not nothing. Despite the glamor and the flashes of glory, the work is mostly toil, if you are doing it right (not everyone does). There is a reason, after all, it is called public service.
Nonetheless, it is easy to become dispirited, to become overwhelmed by the enormity of your task and the problems you are trying to solve. In Washington, doing this too much is referred to as “admiring the problem.” That many in our nation’s capital treat understanding problems with such derision perhaps sheds light on why Americans are so often dissatisfied with their solutions.
by Dean Ball, Hyperdimensional | Read more:
Image: via
[ed. Not all fun and games. Sometimes there's the unexpected threat too:]

