WASHINGTON — The morning after Senator Barack Obama shook the Clinton campaign by winning five states in one weekend, Senator Hillary Rodham Clinton’s new campaign manager — Maggie Williams, who had taken over in a shake-up the night before — assembled the curious if demoralized staff.
“You may not like the person next to you,” Ms. Williams told dozens of aides who ringed the conference room at the campaign’s Virginia headquarters last month, according to participants. “But you’re going to respect them. And we’re going to work together.”
Ms. Williams’s demand was dismissed as wishful thinking by some in her weary audience. But in the view of many Clinton supporters, it accurately reflected the urgent need to overhaul a campaign that at that point had set itself apart for its level of disorder and dysfunction.
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But even as Mrs. Clinton revived her fortunes last week with victories in Ohio, Rhode Island and Texas, the questions lingered about how she managed her campaign, with the internal sniping and second-guessing undermining her well-cultivated image as a steady-at-the-wheel chief executive surrounded by a phalanx of loyal and efficient aides.
“She hasn’t managed anything as complex as this before; that’s the problem with senators,” said James A. Thurber, a professor of government at American University who is an expert on presidential management. “She wasn’t as decisive as she should have been. And it’s a legitimate question to ask: Under great pressure from two different factions, can she make some hard decisions and move ahead? It seems to just fester. She doesn’t seem to know how to stop it or want to stop it.”......
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