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POLITICS: Wolfowitz Fueled Tensions That Led to His Demise
Analysis by Emad Mekay
WASHINGTON, May 18 (IPS) - Disgraced World Bank President Paul Wolfowitz, who announced his resignation Thursday,
may insist that his staff and the Bank's directors ganged up on him because of his role in the
Iraq war, but analysts and a Bank source say the ouster was mostly self-inflicted.
During a press conference at the outset of the controversy, which centred on his girlfriend
and fellow Bank staffer Shaha Riza and the unauthorised - and highly lucrative -
compensation package he engineered for her, Wolfowitz suggested that antagonism had
long simmered inside and outside the Bank largely because as George W. Bush's deputy
defence secretary, he was one of the chief architects of the ill-fated Iraq war.
"For those people who disagree with the things that they associate me with in my previous
job, I'm not in my previous job," Wolfowitz said in a statement. "I'm not working for the
U.S. government; I'm working for this institution and its 185 shareholders."
This view was shared by his supporters in conservative circles and some factions of the
Bush administration.
"He was very unpopular because of his Iraq war position there," said Ian Vasquez, an
expert with the Washington-based Cato Institute, a libertarian think tank. "That in itself
wasn't enough to kick him out, but his giving his girlfriend a raise served as a good excuse
to punish him in a way that probably was not proportional to the supposed crime."
But a World Bank source told IPS that the Iraq war was indeed a pretext - not for
Wolfowitz's opponents, but for Wolfowitz himself, who was trying to draw attention away
from a poor management style that bred resentment over the past two years he served in
the Bank.
"When Bank staff and management talk to me, they do not talk about the Iraq war. They
talk about his poor management; his arrogance; his failed policies and poor judgment,"
the source said.
Dennis de Tray, vice president of the Washington-based Centre for Global Development,
also weighed in: "What he thinks and what he says are two different things."
"Mr. Wolfowitz doesn't care for the notion that he has been forced out of the Bank because
he managed the Bank badly," de Tray said. "He'd prefer another explanation for that and
he is pointing to his prior work on the Iraq war...The fact of the matter is that there were
serious concerns in the Bank about both his management style and the policies he was
pursuing that were wholly independent of Iraq."
Critics say that Wolfowitz has never - at least in practice - acknowledged that he
worked for a multilateral international institution where he needed to consult with other
stakeholders. His style of management left him open to criticism on a number of
occasions that he was pursuing unilateral policies.
"That concerned senior management of the Bank who were neither consulted with often or
listened to. It also concerned the Board," de Tray said.
While indeed the United States controls around 17 percent of the Bank's share, the
remaining 83 percent of the Bank is owned by other countries.
There are others who argue that his leaving had more to do with the bureaucracy's
resentment of his internal reform initiatives and his anti-corruption campaign than about
his lapse of ethics.
"The knives have come out with every conceivable complaint against him. But it all seems
to hang on this Riza case, which I think is groundless," said Pat Adams of the Canadian
anti-corruption watchdog Probe International, in statements made to IPS before the
announcement of Wolfowitz's resignation.
"People may not like his history, his management, etc., but I don't think they can attack his
integrity or his commitment to slaying the Bank's contribution to bad governance and
corruption on the basis of the Riza case," she added.
But another World Bank staff member who spoke again on condition of anonymity told IPS
that staff was angry because of the "double-standards" that Wolfowitz followed. "He began
attacking and accusing everybody else of corruption when he was building a house of
glass all along around himself," said the source.
De Tray, himself a former Bank employee, concurred that the World Bank staff didn't feel
threatened by the Wolfowitz's self-styled anti-corruption crusade.
"What really upset them on that front was that Mr. Wolfowitz clearly brought a lot of
pressure to make sure all bank operations were cleaner than clean then was found to have
violated one of the Bank's most fundamental rules. The hypocrisy was just too much for
the Bank staff. That's what angered them," he said.
"The Bank is an institution of something on the order of 10,000 people and something
only on the order of 18 people who have been found to have problem s that might
constitute corruption. That's not what any one would call a serious problem."
Wolfowitz's conservative leanings also fostered tensions inside the Bank over certain
policies, most notably climate change and reproductive health, as senior staff he brought
in apparently tried to force right-wing conservative views on the Bank's development
programmes.
One of his appointees, the Bank's Managing Director Juan José Daboub, a man known for
his conservative stance on family issues, had in fact instructed a team of Bank specialist s
to delete all references to family planning in the Bank's policy to an African nation. He also
tried to eliminate references to climate change in official reports.
All that appears to have contributed to tensions inside the Washington-based institution.
"This was an event that sparked a broader fire that has been building over the past several
years," said de Tray.
(END/2007)
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