Bush and Competent Executives

The new videotape of President Bush meeting by teleconference with emergency officials before Katrina struck has drawn lots of comment.

Eugene Robinson at the Post: This Is 'Fully Prepared'?:

"At least now I know why the White House is so obsessively secretive about its decision-making process. The leaked videotapes and transcripts of pre-Katrina briefings that were obtained this week by the Associated Press leave in tatters the defining myth of the Bush administration -- an undeserved aura of cool, unflinching competence and steely resolve. Instead, the tapes show bureaucratic inertia and a president for whom delegation seems to mean detachment."

John Dickerson at Slate:

"It's [the video] a blow to a key Bush myth. The Bush management philosophy relies on him as an interrogator. He delegates, but that's OK because he knows how to question those he empowers to make sure they're focused. Question-asking is also a central public tool in the "trust me" presidency. We aren't supposed to worry that the NSA wiretapping program goes too far because the president has asked all the questions. When the president was wrong about the level of weapons of mass destruction in Iraq or the strength of the insurgency, it wasn't because he didn't ask enough questions, we have been told, it was because he was given the wrong answers."

But maybe Steven Pearlstein inadvertently had the best take in his discussion of the Rudman report: Fannie Mae Report Is Long, but It's Not the Whole Story:

"As I was reading through that and other chapters of the Rudman report, I had a nagging feeling that I had read the story before. And then I realized where: in a management book about blowups of other once-successful corporations, written by Sydney Finkelstein, a professor at Dartmouth's Tuck School of Business.

Finkelstein's insight is that big corporate mistakes aren't caused by stupidity, or venality, or by an unexpected bit of bad luck. Nor are they the result of flawed strategy or inability to execute, although those may sometimes appear to be the cause.

Rather, Finkelstein says, the most spectacular corporate failures occur in companies that are so blinded by their own competence and past success that they instinctively tune out legitimate outside criticism. Inside, a positive can-do culture tends to snuff out criticism, dissent or negative feedback. Executives at these companies tend to be obsessed with the company's image, underestimate major obstacles, assume they have all the answers and stubbornly rely on what worked for them before. [emphasis added]

The reasons behind most corporate collapses, according to Finkelstein, entail the deep-seated psychological need people have at all levels of a company to belong and get along, to rationalize what has already been done or decided, and to put off loss or failure."

You don't need to ask questions if you assume your team has all the answers.