Policy making can be seen as a process of information management to target groups which vary depending on the issue at hand, the phase of decision making, and the interest groups involved. The contemporary European context is a complicated one due to the changing power structure, especially in the field of international cooperation. This has direct implications for small actors who wish to influence. An activity which is conceived in isolation of policy makers is likely to remain in isolation. This provides insight into the power and authority relations between actors.
Procedural development is a key characteristic of bureaucratic policy making.
Intelligence on who decides what in a given area of competence is not necessarily available among the public servants. The scissor approach to procedural development requires internal adaptations in the advisor s organization. The management of information to target groups affects alliances within the bureaucracy and with pressure groups outside the bureaucracy. Given the results of the dialogue the advisor will appreciate who knows what, or who wishes to know more. Given the results of the procedural development the advisor knows what alliances need to be made.