In His Slow Decision-Making, Obama Goes with Head, Not Gut

President Obama meets with members of his administration in the Situation Room. (Photo credit: Pete Souza / The White House via Associated Press)

Analysis by Joel Achenbach

November 25, 2009

Excerpts

President George W. Bush once boasted, “I’m not a textbook player, I’m a gut player.” The new tenant of the Oval Office takes a strikingly different approach. President Obama is almost defiantly deliberative, methodical and measured, even when critics accuse him of dithering. When describing his executive style, he goes into Spock mode, saying, “You’ve got to make decisions based on information and not emotions.”

Obama’s handling of the Afghanistan conundrum has been a spectacle of deliberation unlike anything seen in the White House in recent memory. The strategic review began in September. Again and again, the war council convened in the Situation Room. The president mulled an array of unappealing options. Next week, finally, he will tell the American public the outcome of all this strategizing.

“He’s establishing his decision-making process as being almost diametrically the opposite of the previous administration,” says Lawrence Wilkerson, a retired Army colonel who served as Secretary of State Colin L. Powell’s chief of staff. Wilkerson, who teaches national security decision-making at George Washington University, says the Bush-Cheney style was “cowboy-like, typical Texas, typical Wyoming, and extremely secretive.”

Stephen Wayne, who teaches about the presidency at Georgetown, said: “He’s not an instinctive decision-maker as Bush was. He doesn’t go with his gut, he thinks with his head, which I think is desirable.” Referring to the Afghanistan decision, Wayne said, “I don’t think he is an indecisive person, I just think this is a tough one.” …

“I think the Obama we’ve seen as president is a very different Obama than we saw during the campaign. He doesn’t seem to be connected, he doesn’t seem to have the passion, he doesn’t seem to be conveying the grand and inspiring vision,” says the progressive historian Allan Lichtman of American University. “If you want to be a transformational president, you’ve got to take the risks.”

Sean Wilentz, a history professor at Princeton, says Obama has suffered from unrealistic expectations among those who put him in office. “They kind of were sold Utopia, and they bought it, and it didn’t happen,” he says. “People were comparing the candidate to Abraham Lincoln before he served a day of his presidency. Nobody can live up to that.” …

The public debate over Afghanistan has focused on whether Obama should authorize more troops. The actual decision is vastly more complicated. Whatever the president chooses to do, he must bring on board as many allies as possible, which means getting a buy-in from Congress, his Cabinet, the Joint Chiefs of Staff, the bean counters who budget military action, NATO, various dyspeptic European leaders, the generals in the theater, the troops on the ground, the sketchy Afghan leadership, the Pakistanis and so on. He must also sell his plan to the American people, convincing the right that he’s tough enough to fight and the left that he knows where the exit is. …

Obama discussed his professorial leadership style in a recent interview with U.S. News & World Report. He said he is not afraid of doubt and is comfortable with uncertainty:

“Because these are tough questions, you are always dealing to some degree with probabilities. You’re never 100 percent certain that the course of action you’re choosing is going to work. What you can have confidence in is that the probability of it working is higher than the other options available to you. But that still leaves some uncertainty, which I think can be stressful, and that’s part of the reason why it’s so important to be willing to constantly reevaluate decisions based on new information.” …Full story