But there are flaws in this approach, particularly with record-setting lows of experienced political appointees in place and, as evidenced by Trump’s recent budget proposal, an undervalued civilian national-security apparatus. By relying heavily on current and former military for advice and staffing—even ones with so diverse a set of experiences as this group—this administration is adding blind spots to their policy decision and development process. That they bring similar perspectives to problem sets feels beneficial, but will be problematic in practice. And with a president so new to foreign policy and national security, it’s not clear that the White House will realize the difference—or care. An unfortunately predictable example of this dynamic is the administration’s still-pending Afghanistan review, in which many officials are playing the wrong roles and others aren’t showing up. President Trump has apparently delegated authority to Secretary Mattis for setting troop levels for any renewed efforts, despite the lack of clear strategy and still-pending review, echoing his desire to delegate both authority and blame for January’s Yemen raid. Press reports indicate that Secretary of State Rex Tillerson has not been a strong participant in this debate and key meetings were held without him; with minimal participation from State, the options under consideration underweight civilian equities, and NATO allies remain in the dark. Secretary of Homeland Security John Kelly , a seasoned Iraq veteran, is participating—despite a minimal DHS role in the matter. Congress continues to ask for someone, anyone to explain the strategy. And Gen. McMaster—though an aficionado of the neutral arbiter “ Scowcroft model” and supposedly a bulwark against NSC micromanagement—is apparently pushing his own military options. All of this may make perfect sense given the personalities and experience of the senior national-security team, but it is not conducive to the deliberate friction of governance.
Friends from the Major Taylor club invited him to social functions and doled out help anyway they could. Teammates paid for a tutor to help him with mathematics and reading. They also helped him secure internships and work. He worked one summer at an auto garage and disliked it, so the following summer he pursued an internship with a club member who worked as a computer tech. Miller, who worked for an entertainment agency, even took him to New York Fashion Week. Miller said the team wanted to show Hartman that a professional life existed for him, beyond his trade school.