So far we have spoken of the analyst as if he or she were the direct employee of the client. Some analysts, such as consultants reporting directly to project managers or political appointees on the personal staffs of administrators and legislators, have clearly defined persons as clients. Analysts usually have immediate supervisors who can generally be thought of as clients. These supervisors, however, often operate in organizational hierarchies and therefore often have their own clients, who will also be consumers of the analysts' advice. Limiting the definition of the client to the immediate supervisor would unreasonably absolve analysts from responsibility for the ultimate use of their products. At the same time, we do not want to hold analysts accountable for misuse totally beyond their control. For our purposes, we consider the client to be the highest-ranking superior who receives predictions, evaluations, or recommendations attributable to the analyst. Thus, an analyst working in a bureau may have different persons as clients at different times. Sometimes the client will be the immediate supervisor; other times the client will be a higher-ranking official in the bureau.