From The Sleepwalkers: How Europe Went to War in 1914, by Christopher Clark (Harper, 2013), pp. 239-241:
Even if we were to assume that the foreign policies of the pre-war European powers were formulated and managed by compact executives animated by a unified and coherent purpose, reconstructing the relations among them would still be a daunting task, given that no relationship between any two powers can be fully understood without reference to relations with all of the others. But in the Europe of 1903–14, the reality was even more complex than the ‘international’ model would suggest. The chaotic interventions of monarchs, ambiguous relationships between civil and military, adversarial competition among key politicians in systems characterized by low levels of ministerial or cabinet solidarity, compounded by the agitations of a critical mass press against a background of intermittent crisis and heightened tension over security issues made this a period of unprecedented uncertainty in international relations. The policy oscillations and mixed signalling that resulted made it difficult, not just for historians, but for the statesmen of the last pre-war years to read the international environment.
It would be a mistake to push this observation too far. All complex political executives, even authoritarian ones, are subject to inner tensions and oscillations. The literature on twentieth-century US foreign relations dwells at length on intra-governmental power struggles and intrigues. In a brilliant study of the US entry into the Vietnam War, Andrew Preston shows that while Presidents Lyndon B. Johnson and John F. Kennedy were reluctant to wage war and the State Department was largely opposed to intervention, the smaller and more nimble National Security Council, which strongly favoured war and operated beyond congressional oversight, narrowed down the president’s options on Vietnam until war was virtually unavoidable.
Yet the situation in pre-First World War Europe was different (and worse) in one important respect. For all the tensions that may evolve within it, the American executive is actually – in constitutional terms – a very tightly focused organization in which responsibility for executive decisions in foreign policy ultimately falls unambiguously upon the president. This was not the case for the pre-war European governments. There were perennial doubts about whether [Foreign Secretary] Grey had the right to commit himself as he did without consulting the cabinet or Parliament; indeed, these doubts were so pressing that they prevented him from making a clear and unequivocal statement of his intentions. The situation was even fuzzier in France, where the balance of initiative between the ministry of foreign affairs, the cabinet and the presidency remained unresolved, and even the masterful and determined [President] Poincaré faced efforts to shut him out of the decision-making process altogether in the spring of 1914. In Austria-Hungary, and to a lesser extent in Russia, the power to shape foreign policy flowed around a loose human circuitry within the hivelike structure of the political elite, concentrating at different parts of the system, depending upon who formed the more effective and determined alignments. In these cases, as in Germany, the presence of an ‘all-highest’ sovereign did not clarify, but rather blurred the power relations within the system.
It is not a question, as in the Cuban Missile Crisis, of reconstructing the ratiocinations of two superpowers sifting through their options, but of understanding sustained rapid-fire interactions between executive structures with a relatively poor understanding of each other’s intentions, operating with low levels of confidence and trust (even within the respective alliances) and with high levels of hostility and paranoia. The volatility inherent in such a constellation was heightened by the fluidity of power within each executive and its tendency to migrate from one node in the system to another. It may be true that dissent and polemics within the diplomatic services could have a salutary effect, in that they raised questions and objections that might have been suppressed in a more disciplined policy environment. But the risks surely outweighed the benefits: when hawks dominated the signalling process on both sides of a potentially conflictual interaction, as happened in the Agadir crisis and would happen again after 28 June 1914, swift and unpredictable escalations could be the result.
