There are certain challenges to having an effective global policy. We may often look toward the environment and other actors, usually adversaries, but often ignored is that interpretation of and responses to events are shaped by our institutions. These organizations greatly affect policy options and the execution of policy. A smart strategy, supported by well articulated missions and objectives, support the people and the bureaucracy to be more effective.
Recent articles and blog posts on the structural and personnel challenges in the State Department reminded me of a journal article I came across while researching my book on the history of the Smith-Mundt Act. The article, “The Reorganization of the Department of State,” was published in The American Political Science Review, Vol 38, No 2, in April 1944. The authors, Walter H. C. Laves and Francis O. Wilcox, were described as on leave from the Bureau of the Budget, the predecessor to today’s Office of Management and Budget, within the Executive Office of the President. However, both were diplomats and arguably public diplomats. Laves worked in the Office of Inter-American Affairs, a Presidential office intended to counter German influence in the Western Hemisphere, later the Deputy Director at UNESCO (1947-1950), and a professor of political science. Wilcox joined the State Department in 1942 and was the first chief of staff to the Senate Committee on Foreign Relations (1947-1951), and later the Assistant Secretary of State for International Organization Affairs (1955-1961).