Interesting article on President Obama managing the many people and organizations with a stake in GM and Chrysler. Excerpt below:
For a new president, the automobile industry crisis has tested the boundaries of his activist approach and the acuity of his political instincts. As with so many issues in his action-packed 100 days in office, Mr. Obama confronted choices few of his predecessors encountered. His ongoing intervention in an iconic sector of the economy offers a case study in the education, management and decision-making of a fledgling president.
Tutored by veterans of past administrations, Mr. Obama, often after dinner with his wife and daughters, devoured briefing papers until midnight to master the intricacies of the auto industry. But he had advisers deal directly with the car companies and never spoke with the G.M. chief executive he effectively fired.
Methodical and dispassionate, Mr. Obama aggravated powerful players in Congress and the unions that helped elect him, then moved to assuage them. He encouraged internal debate but was forced to head off tensions as his treasury secretary and White House economic adviser maneuvered for position. In the end, he struggled with the proper balance between government power and market forces, a theme that has defined his first months in office.
From The New York Times.