Faced with divided advisers, limited options, contradictory evidence,
and the profound global consequences of their choices, how do presidents
reach a decision in a time of crisis? As a speechwriter and close
adviser to John F. Kennedy, Ted Sorensen, whom the New York Times
referred to as Kennedy's "brilliant alter ego," drafted many of the
president's key public statements and was a participant in some of the
toughest decisions made by an American president. In the shadow of
potential nuclear war, John F. Kennedy had to weigh, with extreme,
sometimes excruciating delicacy, his options as he responded to the
Cuban Missile Crisis, the construction of the Berlin Wall, and other
domestic and foreign crises. In these famous lectures, Sorensen draws on
his firsthand experiences in the Kennedy White House to analyze the
political and personal dimensions of presidential decision-making and
the necessary attributes of an effective leader. In particular, Sorensen
emphasizes knowing and remaining open to all options; the need to make
an informed, prudent, and resolute choice; the importance of avoiding
any appearance of deception; and the necessity of understanding
decisions made by past presidents and recognizing the limitations of
presidential power.
This edition includes a new preface by the author, comparing the very
different decision-making styles of George W. Bush and John F. Kennedy.
Sorensen argues that Bush's failure to seek support from the
international community, explore all his options, and fully investigate
the facts presented to him have contributed to U.S. difficulties in
Iraq. In light of the findings of the 9/11 Commission and the numerous
accounts of George W. Bush's decision to go to war in Iraq, Sorensen's
observations offer timely insights and analysis as the United States and
the American president confront a new set of challenges.
