This book may be helpful for students of organizational psychology in particular and many other academic fields in general. Also, anyone working in any organization can gain insights on what *not* to do by reading "State of Denial."
Obviously, hundreds of reviews and comments on this book have been made already. So this review will attempt to shed light on a few things not mentioned much or at all by this time, if anyone by this point, cares.
What I constantly see in this book are bureaucratic organizations, management approaches, communication issues, cabals, quid pro quos, quashing of dissent, incompetence, cultural and historical ignorance, myopia, and a leader who has little idea of what is going on both within the administration, and the outside world.
However....this is not a negative book. It isn't an indictment against any individual, organization(s), or administration. It simply examines the details and actions of the many figures involved in the American invasion of Iraq in 2003 up to late 2006. And, there are many individuals involved. And there are numerous organizations involved (as stated above). Many personalities, management styles, and inter-agency turf battles exemplify the distrust, cultural ignorance, and egotistical yes-men and women who are considered "the brightest" and most apt for the job.
Coordination between the DoD, NSC, State, CPA, DIA, and Bush administration among others, presents the reader with a myriad of broken cob-webs, miscommunication, intra-agency grudges, individual and organizational scrimmages, inter-agency secrecy and uncoordinated goals. One serious question is: what were the goals? They didn't know then and they don't know now.
Some of the many anecdotes that may keep a reader's interest are:
General Tommy Franks referring to Doug Feith as a "stupid motherxxxxxx. The stupidist motherxxxx I've ever seen." Yet, Feith was one of the top people in charge of Phase IV.
Another person of intrigue is Paul Bremer. How did "Jerry" get the job?
General Eric Shinseki simply answered questions from Senator Carl Levin about the number of troops needed for post-Saddam Iraq at the Armed Services Committee on February 25, 2003. Ivy League career civilians publicly admonished and chastised him. At Shinseki's retirement party, not one civilian showed up. All for telling the truth, when asked a question.
Other interesting tid-bits are, the role of Chairman of the Joint Chiefs of Staff (JCS) and his relationship with civilian "masters."
Title X.
General Dick Meyers "mind-meld" with Rumsfeld.
Admiral Vern Clark's refusal to be selected as Chairman of the JCS.
Condoleeza Rice was not considered a great head of the NSC, and isn't currently considered a great Secretary of State. Why all the attention to this person in the political arena when she has no voting record? We know why....
Richard Armitage seems wise, honest, and very capable. He speaks fluent Vietnamese as well as several other languages. He has proven ability to relate to people and is efficient. He once stated, "never accept a job when you don't know who your boss is going to be," when refusing a high level position.
Colin Powell was indeed fired as Secretary of State.
In "State of Denial" Woodward examines the 'implementation' aspect of this debacle. But as for the cause: the major reason for the American invasion of Iraq was the PNAC.
The American public supported this PNAC charade in the guise of "democracy, freedom," and liberty." Look at history and you'll know it is all about ________. You fill in the blanks.
One critical question I find myself asking is: how can people who are considered the most knowledgeable, most experienced, and smartest, be so incompetent?
This isn't a political question. It's really an organizational question.
This is what American society and every society, should ask themselves about people in leadership positions. They have power over people's lives.
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