ewdsense of power relations, keen insight into the psychology of others, and an instinctivecapacity to discern the possibilities for action in particular situations. He delighted inmaking bold political moves and had a fascination with international affairs. Page 99Nixon’s weaknesses arose from his deep-seated anger and feelings of persecution. Much of his iron self-discipline went into masking his hostile tendencies, but theyperiodically erupted, particularly when he was in the company of like-minded aides. Healso had a set of qualities that made him an anomaly in the world of politics: he washighly introverted and socially awkward.. Page 99 Public Communication---Nixon was a “far from natural public speaker”. Page106Organizational Capacity— In the realm of organization, the Nixon White House providesevidence of how staff arrangements need to be tailored to the occupant of the OvalOffice. Page 106. Political Skill— Nixon’s readiness to devote his waking hours to his job. Page 107.Jimmy Carter— Was not a give and take kind of President as was needed inWashington.His approval ratings were at 39%, just before his feat of personally negotiating a peaceagreement between Israel and Egypt in 1978. Carter invited Sadat and Israeli primeminister Menachem Begin to meet with him at Camp David in a last-ditch effort atreconciliation.Carter proved to be an ideal negotiator. He displayed none of his usual reluctanceto compromise. Page 137He was managing his own White House staff, until after he demanded resignations fromhis cabinet, and then naming Hamilton Jordan is chief of staff. Page 139An early source of Carter’s difficulties was a controversy in the summer of 1977over whether Carter’s friend and budget director, Bert Lance, had engaged in shadybanking practices in Georgia before joining the administration. Page 136More damaging than specific events was the increasingly pr...
