By Steve Weiss (auth.)
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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.
Although he had admired President Wilson's systematic attempts to secure peace in the world, Roosevelt was determined not to entrap himself in position papers, as did his predecessor. Roosevelt, perhaps the finest intuitive politician of modern times, had learned to solve problems not by reasoned analysis but by intuition. 132 He strove to do many things simultaneously, even though this meant keeping all parts of the war effort going at varying tempos in all directions. While he tended to compartmentalize military and political affairs, the JCS could not.
149 ... Thus it was that the framework of decision making constituted a triangle with Churchill at its apex. It was he who directed and managed British 'grand strategy' by means of an intimate dialogue ... 150 Some Churchillian Relationships Churchill's relationship with his Chiefs of Staff was heavily dependent on personality factors, a condition manifest throughout the war by the taking of strong adversarial positions. 152 Dill wrote, shortly after assuming the position of Chief of the 34 Allies in Conflict Imperial General Staff (CIGS) on 27 May 1940, 'I am not sure that Winston isn't the greatest menace.