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AbstractThe term 'public affairs' has now become a much‐discussed topic in continental Europe's political and economic circles, including Germany and Austria. The problem is that few people really understand just what the term means. Many people have the impression that 'public affairs' is another way of describing lobbying. Others perceive it as classic public relations. In Europe many decision makers of the business world lack the specific knowledge of policy making; however, until now just a few such executives have taken advantage of the real opportunities opened up by using the services of professional public affairs consulting. Communications companies in Europe are now offering public affairs consulting as part of their services, with increasing success. The first task to make public affairs better known in Europe therefore must be public relations for public affairs. Copyright © 2001 Henry Stewart Publications

Discusses subject matter and research methods of political science and describes ways in which political science research has aided policy makers nationally and internationally, brought benefits to humanity, and provided knowledge critical to other fields of study; 7 articles. Contents: Evaluating political science research: information for buyers and sellers, by Arthur Lupia; Strategies for preventive diplomacy and conflict resolution: scholarship for policy making, by Alexander L. George; Government formation and public policy, by Michael Laver; Political science and fundamental research, by Michael C. Munger; The danger of self-evident truths, by Elinor Ostrom; Contributions of survey research to political science, by Henry E. Brady; The contributions of international politics research to policy, by Randolph M. Siverson.

This article argues that a public affairs plan is essential for any organisation to prevail in their competitive struggles for policy influence. We propose a seven-step approach to devising a public affairs plan based on scientific findings and practical experience. The article maintains that any public affairs plan should be rooted in scientific, evidence-based and practical insights. The different components of the plan-situation analysis, goals, alliances, audiences, messages, channels and impact measurement-should all be attuned to one another and to the context of the policy file. Each SMART objective should serve as a red thread throughout the different components of the plan. The plan should be realistic in terms of goals, time and costs. It should be flexible enough to withstand exogenous shocks and crises. Those who fail to start with a written plan will bounce around and be driven by the moment. An evidence-based public affairs plan, in contrast, provides purpose and direction and will increase the chances of securing policy success.