By Steve Weiss (auth.)
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Additional resources for Allies in Conflict: Anglo-American Strategic Negotiations, 1938-44
Four years of war had given them a political tradition and role. 120 Although King could lay claim to the above, his personality did little to facilitate negotiations. When they met in Washington in 1942, British Admiral A. B. Cunningham believed King to be, ... a man of immense capacity and ability, quite ruthless in his methods, he was not an easy person to get on with. He was tough and liked to be considered tough, and at times became rude and overbearing ... He was offensive and I told him what I thought of his method of advancing allied unity and amity ...
97 Legal differences in contractual law arose during the 1942 London SLEDGEHAMMER meetings. Marshall surmised that the British operated on an 'agreement in principle' while the Americans depended upon the formal interpretation of written agreements. 'Agreement in principle' represented the spirit of the law and 'formal interpretation', the letter. Moreover, it can be presumed that each country had integrated its civil contractual behavior into its military ethos. British flexibility was regarded by the Americans as lacking in commitment and certainty, while American determination was regarded by the British as inflexible and over-determined.
Then there is the great difficulty of getting the stuff over to the President. He just sees the Chiefs of Staff at odd times, and again no record ... 122 Marshall convinced the President, over King's objections, that Roosevelt's affable and trusted friend, retired Admiral and former diplomat William D. Leahy, would be an excellent choice as his personal chief of staff. Leahy joined the JCS in that capacity, becoming its extra-legal chairman through seniority, and remained an equal among equals without any command Introductory Strategic Talks 27 authority.
Allies in Conflict: Anglo-American Strategic Negotiations, 1938-44 by Steve Weiss (auth.)