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The Last CardInside George W. Bush's Decision to Surge in Iraq $
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Timothy Sayle, Jeffrey A. Engel, Hal Brands, and William Inboden

Print publication date: 2019

Print ISBN-13: 9781501715181

Published to Cornell Scholarship Online: May 2020

DOI: 10.7591/cornell/9781501715181.001.0001

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The President as Policy Entrepreneur

The President as Policy Entrepreneur

George W. Bush and the 2006 Iraq Strategy Review

(p.344) Chapter 16 The President as Policy Entrepreneur
The Last Card

Colin Dueck

Cornell University Press

This concluding chapter focuses on the role of George W. Bush himself, arguing that by 2006–2007, the president had become a more mature and assertive commander-in-chief who asked hard questions of his military commanders and pushed the policy process to deliver strategic alternatives. The president successfully related the policy advice he received to the political requirements and constraints he faced to fashion a new strategy for the Iraq War. His success in doing so might constitute the basis for a modest form of “Bush revisionism.” The chapter also defines the concept of policy entrepreneurship, including the ability to connect three distinct streams: problems, policies, and politics. It then analyzes these three streams as they existed regarding US policy in Iraq by mid-2006, and describes how and why Bush was able to connect the three streams.

Keywords:   George W. Bush, commander-in-chief, military commanders, policy process, policy advice, Iraq War, Iraq strategy, policy entrepreneurship, politics

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