Silicon Investor (SI) -- The First Internet Community

STOCKTALK

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor. We ask that you disable ad blocking while on Silicon Investor in the best interests of our community. If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.

Politics : American Presidential Politics and foreign affairs -- Ignore unavailable to you. Want to Upgrade?

To: ManyMoose who wrote (15369)	12/6/2006 4:32:59 PM
From: PROLIFE	Read Replies (1) \| Respond to of 71588

yep, you are spot on there my friend.

To: ManyMoose who wrote (15369)	12/10/2006 8:33:42 AM
From: E. T.	Respond to of 71588

On July 15, 2004, Steve Herbits, Rumsfeld's one-man think tank, wrote a scathing seven-page report entitled "Summary of Post-Iraq Planning and Execution Problems," Herbits targeted his friend of 37 years, Don Rumsfeld. The memo listed a series of tough questions." "Why didn't Rumsfeld supervise Bremer the way he did Tommy Franks." "Who made the decion and why didn't we reconstitute the Iraqi Army." "Did no one realize we were going to need Iraqi security forces?" "Did no one anticipate the importance of stabilization and how best to achieve it?" "Why was the de-Baathification so wide and deep?" "Rumsfeld's style of operation," Herbit's wrote, was the "Bob Haldeman model, arrogant. ... Indecisive ... Would not accept that some people in some areas were smarter than he. ...Trusts very few people. Very, Very cautious, Rubber glove syndrome ... a tendency not to leave his fingerprints on decisisions." With Rumsfeld micromanaging all aspects of the war, it was doomed to fail, because he had no war-time experience. The situation on the ground in Iraq proves my point.