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America: A fearsome foursome

At a crucial stage in the Democratic primaries in late 2007, Barack Obama rejuvenated his campaign with a barnstorming speech, in which he ended on a promise of what his victory would produce: “A nation healed. A world repaired. An America that believes again.”

Just over a year into his tenure, America’s 44th president governs a bitterly divided nation, a world increasingly hard to manage and an America that seems more disillusioned than ever with Washington’s ways. What went wrong?

Pundits, Democratic lawmakers and opinion pollsters offer a smorgasbord of reasons – from Mr Obama’s decision to devote his first year in office to healthcare reform, to the president’s inability to convince voters he can “feel their [economic] pain”, to the apparent ungovernability of today’s Washington. All may indeed have contributed to the quandary in which Mr Obama finds himself. But those around him have a more specific diagnosis – and one that is striking in its uniformity. The Obama White House is geared for campaigning rather than governing, they say...

...And barring Richard Nixon’s White House, few can think of an administration that has been so dominated by such a small inner circle...

and President Obama has extended it to the White House,” says Mr Podesta, who managed Mr Obama’s widely praised post-election transition. “It is a very tight inner circle and that has its advantages. But I would like to see the president make more use of other people in his administration, particularly his cabinet.”

This White House-centric structure has generated one overriding – and unexpected – failure. Contrary to conventional wisdom, Mr Emanuel managed the legislative aspect of the healthcare bill quite skilfully, say observers. The weak link was the failure to carry public opinion – not Capitol Hill. But for the setback in Massachusetts, which deprived the Democrats of their 60-seat supermajority in the Senate, Mr Obama would by now almost certainly have signed healthcare into law – and with it would have become a historic president.

But the normally liberal voters of Massachusetts wished otherwise. The Democrats lost the seat to a candidate, Scott Brown, who promised voters he would be the “41st [Republican] vote” in the Senate – the one that would tip the balance against healthcare. Subsequent polling bears out the view that a decisive number of Democrats switched their votes with precisely that motivation in mind.

“Historians will puzzle over the fact that Barack Obama, the best communicator of his generation, totally lost control of the narrative in his first year in office and allowed people to view something they had voted for as something they suddenly didn’t want,” says Jim Morone, America’s leading political scientist on healthcare reform. “Communication was the one thing everyone thought Obama would be able to master”...

...Perhaps the biggest losers are the cabinet members. Kathleen Sebelius, Mr Obama’s health secretary and formerly governor of Kansas, almost never appears on television and has been largely excluded both from devising and selling the healthcare bill. Others such as Ken Salazar, the interior secretary who is a former senator for Colorado, and Janet Napolitano, head of the Department for Homeland Security and former governor of Arizona, have virtually disappeared from view.

Administration insiders say the famously irascible Mr Emanuel treats cabinet principals like minions. “I am not sure the president realises how much he is humiliating some of the big figures he spent so much trouble recruiting into his cabinet,” says the head of a presidential advisory board who visits the Oval Office frequently. “If you want people to trust you, you must first place trust in them.”

In addition to hurling frequent profanities at people within the administration, Mr Emanuel has alienated many of Mr Obama’s closest outside supporters. At a meeting of Democratic groups last August, Mr Emanuel described liberals as “******* retards” after one suggested they mobilise resources on healthcare reform...

...Then there are the president’s big strategic decisions. Of these, devoting the first year to healthcare is well known and remains a source of heated contention. Less understood is the collateral damage it caused to unrelated initiatives. “The whole Rahm Emanuel approach is that victory begets victory – the success of healthcare would create the momentum for cap-and-trade [on carbon emissions] and then financial sector reform,” says one close ally of Mr Obama. “But what happens if the first in the sequence is defeat?”

Insiders attribute Mr Obama’s waning enthusiasm for the Arab-Israeli peace initiative to a desire to avoid antagonising sceptical lawmakers whose support was needed on healthcare. The steam went out of his Arab-Israeli push in mid-summer, just when the healthcare bill was running into serious difficulties...

...An outside adviser adds: “I don’t understand how the president could launch healthcare reform and an Arab-Israeli peace process – two goals that have eluded US presidents for generations – without having done better scenario planning. Either would be historic. But to launch them at the same time?”

Again, close allies of the president attribute the problem to the campaign-like nucleus around Mr Obama in which all things are possible. “There is this sense after you have won such an amazing victory, when you have proved conventional wisdom wrong again and again, that you can simply do the same thing in government,” says one. “Of course, they are different skills. To be successful, presidents need to separate the stream of advice they get on policy from the stream of advice they get on politics. That still isn’t happening.”