Abstract
This article analyses the performance of Belgian civil servants in the working groups of the European Council of Ministers. If one takes the evaluation by their peers and the success of their networking efforts as criteria, one has to conclude that they perform comparatively well. This is all the more surprising because these ‘Euro‐Belgian’ civil servants have been recruited and socialised into the vertical (bureaucratic) networks of the Belgian civil service before being transferred to the horizontal (negotiation) networks of the working groups. Their professional routines are of little use when making the transition and neither is their political culture, which proves to be ill adapted to their new work setting. In spite of these cultural and organisational handicaps they perform as well, sometimes even better than other civil servants in the working groups. Why? This question might be of some relevance to the functioning of the growing internationalised administration of the European Union.
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