Bob Woodward: The Inside Story of How Bush's Team Dealt With Its Failing Iraq Strategy





During the summer of 2006, from her office adjacent to the White House, deputy national security adviser Meghan O'Sullivan sent President Bush a daily top secret report cataloging the escalating bloodshed and chaos in Iraq. "Violence has acquired a momentum of its own and is now self-sustaining," she wrote July 20, quoting from an intelligence assessment.

Her dire evaluation contradicted the upbeat assurances that President Bush was hearing from Gen. George W. Casey Jr., the U.S. commander in Iraq. Casey and Defense Secretary Donald H. Rumsfeld were pushing to draw down American forces and speed the transfer of responsibility to the Iraqis. Despite months of skyrocketing violence, Casey insisted that within a year, Iraq would be mostly stable, with the bulk of American combat troops headed home.

Publicly, the president claimed the United States was winning the war, and he expressed unwavering faith in Casey, saying, "It's his judgment that I rely upon." Privately, he was losing confidence in the drawdown strategy. He questioned O'Sullivan that summer with increasing urgency: "What are you hearing from people in Baghdad? What are people's daily lives like?"

"It's hell, Mr. President," she answered, determined not to mislead or lie to him.

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