The central concern of this book is the social intelligence that goes into environmental decisions. Not, what is the 'correct' balance when trade-offs must be made between environmental and economic values? But rather, how can the social thinking necessary for intelligent trade-offs be institutionalized? How, that is, can environmental impacts be recognized beforehand so that less costly trade-offs can be explored, relative risks assessed, and choices made in a manner acceptable to both the public and the government? This book evaluates the first ten years of the Environmental Impact Statement (EIS) process of the 1969 National Environmental Policy Act - in particular, how it has worked inside two federal agencies with important impacts on the environment, the Forest Service and the Army Corps of Engineers. It assesses how successful the EIS process has been in establishing a concern for environmental values in the federal bureaucracy, and how widely applicable the general impact statement approach is in other policy areas.