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Interest groups persuade policy-makers by publicly providing information about policies—for example, through commissioning scientific studies or piloting programs—or about constituents' views—for example, through opinion polls or organizing manifestations. By understanding these public lobbying activities as public signals whose informational content can be strategically manipulated, this paper studies the strategic use of these tools in order to persuade a policy-maker. A game between a policy-oriented interest group who can design a public signal and a self-interested executive who can implement a policy is used to analyze the equilibrium public signal and policy, the underlying persuasion mechanism, and the consequences for voters. This paper finds that, even when an interest group always wants the same policy regardless of the state of the world, voters can sometimes benefit from the group's activity. Furthermore, voters may be best served by a worse (less able or more cynical) policy-maker. This is because a-priori a worse policy-maker will tend to herd on the prior relatively more than a better policy-maker; this will force interest groups to release greater amounts of information in order to change the policy-maker's mind, which increases the probability that the voters' best policy is implemented. Ideologically biased policy-makers are not totally undesirable either, for they induce similar incentives to interest groups of opposite ideology.

SINCE THE 1930'S THE IMPACT OF PUBLIC OPINION UPON DIPLOMACY HAS CONTINUALLY INCREASED, AND OUGHT NOT TO BE DIMINISHED. THE WAYS IN WHICH GOVERNMENTS SEEK TO WIN THE APPROVAL OF THE PUBLIC FOR THEIR FOREIGN,POLICY HAS BECOME FAR MORE COMPLEX AND PROFESSIONAL. THIS ARTICLE CONCLUDES THAT DECENT POLITICS AND PERSONALITIES ARE ALWAYS THE REAL KEY TO GOOD PUBLIC OPERATION.

"13-2005." ; This report outlines issues to be considered by members of the academic community when writing for decision-makers but almost all of the information provided here can inform oral presentations as well. The best way to visualize your relationship to decision-makers is by a comparison to a traditional classroom setting. In the classroom, you as the instructor control the subject matter, the pace of presentation, the length of the discussion, and the extent to which your students are active participants in the discussion. None of these conditions are true in most communications with policymakers. In fact, the best way to visualize the context of your communication is as an inverted classroom where the �pupil(s)� control every aspect of your presentation. Consequently, you must focus on the needs of decision-makers and upon efficient communication of information, regardless of whether you are responding to an inquiry from a decision-maker or are providing information on your own initiative.

AbstractSmall‐town local governments face unique challenges when it comes to policy making. This essay reviews some of those barriers and considers why they occur and why they are unique to small towns. In addition, it includes some examples of how to overcome these challenges from the perspective of a former mayor, local legislator, and member of the academic community. The essay also explores why traditional theories of public policy implementation often fail to describe policy making at the local level because of the unique environment that exists in small‐town governments.