Leadership, Deliberation, and Decisiveness
Writing about Afghanistan in The Atlantic, Robert D. Kaplan notes the danger of being perceived as indecisive:
Even if Obama does end up making the correct decision on Afghanistan strategy (by which I mean adding troops, since counterinsurgency is manpower-intensive), the public agony over his deliberations may already have done incalculable damage. The Afghan people have survived three decades of war by hedging their bets. Now, watching a young and inexperienced American president appear to waiver on his commitment to their country, they are deciding, at the level of both the individual and the mass, whether to make their peace with the Taliban—even as the Taliban itself can only take solace and encouragement from Obama's public agonizing. Meanwhile, fundamentalist elements of the Pakistani military, opposed to the recent crackdown against local Taliban, are also taking heart from developments in Washington. This is how coups and revolutions get started, by the middle ranks sensing weakness in foreign support for their superiors.