This paper reports on a project to create and integrate an institutional research function into the executive-level policy decision making process at a private university. The paper identifies ten problems that needed to be overcome; they include: timeliness, consideration of qualitative factors, the limited scope of institutional research analysis, data privacy, data and processes that are subject to manipulation, a bad track record, an orientation to outside agencies, the need for extensive use of information technology, use of jargon, and old data. Recommendations offered include: becoming competent in policy debate, developing a power base, basing research agendas on issues faced by policy makers, increasing the level of environmental scanning, participating in the strategic planning process, establishing collegial linkages with faculty, watching for warning signs of institutional ineffectiveness, and developing ways to make tough choices. The paper sees institutional research as a way to help policy makers concentrate on areas of strength and high student demand, forge multidisciplinary networks to streamline and restructure curriculum, assure a viable admissions policy, make sure academic programs meet changing demands, maintain adequate financial reserves, and examine internal process for efficiency and effectiveness. (Contains 22 references.) (CH)