By Steve Weiss (auth.)
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Extra resources for Allies in Conflict: Anglo-American Strategic Negotiations, 1938-44
He sensed a lack of urgency in Washington, feeling that if Roosevelt were to put the issue of peace and war before Congress, there would be a sluggish three-month debate. He had warned the president that he could not answer for the consequences if Russia collapsed while the US remained neutral.
All that he was doing was wasting the planners time, and they were very busy people... 139 In the end, Britain's organizational machinery for prosecuting the war achieved an important balance between Churchill's application of leadership and the Defence Committee's ability to restrain him by a variety of military and civilian resources. 140 The Chiefs always attended Defence Committee (Operations) meetings, as did other ministers when required; it was this organization, as well as Churchill himself, that became the focal point where the political-military elements of power were synthesized.
3 Marshall and his service colleagues had reached the pinnacle of their military careers in a hierarchy of limited dissent and cultural, service and personal eccentricities that affected their approaches to problem-solving. 4 Envy, distrust and prejudice, acting as catalysts for protracted debate, inhibited the speed of deliberations and undoubtedly affected their outcome. John Maynard Keynes, the British Treasury's expert on external finance, considered the Americans as wayward Anglo-Saxons, who mangled the English language into what he openly and contemptuously referred to as 'Cherokee'.
Allies in Conflict: Anglo-American Strategic Negotiations, 1938-44 by Steve Weiss (auth.)