This paper considers a model of legislative decision-making, in which information must be collected from a strategic lobbyist. The legislature appoints a committee to communicate with the lobbyist and propose a bill, and determines whether the proposal is processed under open or closed rule. Consistent with empirical evidence, it can be optimal for the legislature to appoint a biased committee and, depending on the lobbyist's bias, both open and closed rule are used in equilibrium. For small lobbyist bias, it is optimal to choose closed rule and a committee whose interests are perfectly aligned with the lobbyist's. For intermediate lobbyist bias, closed rule remains optimal with a committee whose preferences lie between those of the legislature and those of the lobbyist. For large lobbyist bias, open rule and a committee biased against the lobbyist become optimal. o ers an explanation to two widely discussed puzzles concerning the legislative process: why legislative bodies sometimes tie their own hands by delegating power to specialized committees, and why committees consist of preference outliers. In our model, the legislature has to collect information from a strategic lobbyist. Depending on the lobbyist's bias, the legislature either wants to delegate power to a committee aligned with the lobbyist, or retain power but communicate with the lobbyist through an adversely biased committee.We thank Georgy Egorov, Drew Fudenberg, Maxim Ivanov, Navin Kartik, Kenneth Shepsle, and especially Keith Krehbiel for useful suggestions.