Bitter Harvest identifies the principles governing Franklin Roosevelt's development and use of a presidential staff system and offers a theory explaining why those principles proved so effective. Matthew Dickinson argues that presidents institutionalize staff to acquire the information and expertise necessary to better predict the likely impact their specific bargaining choices will have on the end results they desire. Once institutionalized, however, presidential staff must be managed. Roosevelt's use of competitive administrative techniques was particularly useful in minimizing his staff management costs, while his institutionalization of nonpartisan staff agencies provided him with the necessary bargaining resources. Matthew Dickinson's research suggests that FDR's principles could be used today to correct the most glaring deficiencies of the White House staff-dominated institutional presidency upon which most of his presidential successors have relied.

Introduction: the fruits of his labor? FDR and the growth of the presidential branch -- Bitter harvest: the presidential branch and the Iran-contra affair -- Creating the resource gap: bargaining costs and the first New Deal, 1933-5 -- The president needs help: the Brownlow Committee frames the Roosevelt response -- Economic mobilization and World War II -- Managing war production -- FDR and the national security bureaucracy -- The commander in chief -- "Competitive adhocracy": the principles and implications of FDR's use of staff -- Epilogue: Roosevelt's redux? -- A research agenda.