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The millions of us who did not witness this and other potentially laser-like interactions must rely on speculation as to how Bush's mind works. The most informative writing I've seen on that score was an essay published over a year ago in the Atlantic by Richard Brookhiser, a historian and conservative columnist sympathetic to Bush.

It may help the author to read the very informative article by Thomas Lifson in The American Thinker regarding President Bush and how he goes about making decisions, etc.

GWB: HBS MBA

Thank you for the LINK.

***Having attended Harvard Business School at the same time as the President, graduating from the two-year program a year after he did, and then serving on its faculty after a year’s interval spent writing a PhD thesis, I am intimately familiar with the rigors of the program at the time, and the miniscule degree of slack cut for even the most well-connected students, when their performance did not make the grade. ***

It's my understanding that Ted Kennedy was expelled from Harvard for having someone take an exam for him. He returned later to graduate.

Really good stuff deport. ***....The job of the executive is to weigh probabilities in evaluating imperfect information; to assess the costs and benefits of acting or not acting; and to construct scenarios around the various possible time frames for taking action, taking into account the probable reactions of the other vital actors. That political opponents at home carp at him over his imperfect data at the time is no surprise, and no reason to regret his decision. The costs of not acting were simply too great, and the downside potential of erroneous information too low to prefer inaction. Better data would have been preferable, of course, but President Bush shows no sign of remorse for doing what he knows was the prudent thing under the circumstances.

A second broad and important lesson the President learned at Harvard Business School is to embrace a finite number of strategic goals, and to make each one of those goals serve as many desirable ends as possible. The truism of this lesson is that if everything is a priority, then nothing is a priority. If you can’t focus on everything, then you need to be able to focus on those few goals which will have the broadest impact, leading to a future capacity to attain other desirable ends. No exact number of goals is the limit, but three is an awfully good number to aim at. Those goals should be mutually consistent, so that the step-by-step accomplishment of each one aids in the achievement of the others.

There is both evidence and logic to suggest that George W. Bush has chosen just a small handful of major goals. His current number one priority was thrust upon him: winning a complete victory in the War on Terror. There is no evidence that this was on his initial short list of priorities. But after 9/11, he made himself very clear, very quickly, that his priorities had drastically changed. He also set out a realistic time frame – decades – for this number one goal. From this broad goal cascade a series of subordinate tasks, from persuading dictators that it is in their interests to eschew support for terror groups, to strengthening American military, intelligence and domestic law enforcement capabilities, for example..................***