The Harvard MBA Style
Jun 24th, 2007 at 4:44 pm by Susie
In 2000, when Bush, an inexperienced governor in a state where the governor has limited power, sought the presidency, his supporters insisted the nation need not worry — Bush had assembled a team of capable “advisors” who would help guide his hand.
What the equation didn’t consider is what happens when the advisors disagree and the President has to make a decision. As the Post’s profile makes clear, Bush has spent the better part of the last six years simply going along with Cheney’s demands. Dan Quayle characterized this as Cheney taking on the role of “surrogate chief of staff.” The reality is more disconcerting — Cheney has routinely been the “surrogate President,” with Bush putting his signature on the VP’s ideas (military commissions, domestic warrantless-searches) because the VP told him it was the right thing to do.
Which is not unlike what many people do when they’ve never held high office. They do what they’re told. They assume everyone who advises them knows best, and they never bother to learn enough on that issue to counterbalance their advisors.
I’ve written about the Harvard MBA hands-off management style before, here, here, here, and here.
