Finally, we come to the uses or purposes to which theory in public administration may be put. There are countless examples of public administration theory applied to less than wholesome purposes; the program-planning-budgeting systems devised to make it appear that the United States was winning the war in Vietnam comes to mind. The willingness of the field to embrace and rationalize cutback management without being forthright about a resulting diminution in organizational capacity is another example. Our predictive capacities are limited, and even when we can predict, predictions sometimes run counter to the public administration wisdom of the day. What, for example, would we predict about the long-range effects of the currently popular idea of reducing governmental purchasing and bidding regulations? A sensible prediction would be that reduction in excessive regulation will increase efficiency. But too much deregulation in this area will in the long run almost certainly result in greater corruption. It was corruption, after all, the caused many of the regulations to be adopted in the first place (Frederickson 1999a).