f I

As an example, we should have been
the ones to intercept the Iranian ship
that was carrying arms to Gaza. That
would have sent a message.
The Iranians have no problems nego-
tiating with us on their nuclear program
and then carrying out clandestine arms
shipments everywhere throughout the
region. We should have no problem
trying to intercept those even as we
negotiate with them on their nuclear
program. That would send a message
that although we'd like to work things
out through diplomacy; we're not going
to turn a blind eye to behaviors that are
unacceptable.
It is important for us to compete,
which is not inconsistent with a dip-
lomatic approach to trying to resolve
problems. It actually makes it more
likely. In the end, smart power is more
effective when it's backed by hard power.

Q: What are your thoughts on our
energy policy as it relates to foreign
policy?

I would like to see an energy policy that
recognizes there is such a thing as cli-
mate change and brings together dispa-
rate elements — such as finding a way
to do the Keystone Pipeline or creating
a small carbon tax. To do that, you need
to build a coalition.
We have an interest in an energy
policy that's not only environmentally
meaningful but would also put us in a
stronger position vis-a-vis Putin, who is
trying to put himself in a stronger posi-
tion by cutting a deal with China.
To the extent that we do things that
make for a smarter energy policy, it will
ultimately affect the price of energy and
this would be a way to compete with
the Russians. We should be sending that
message: We will compete with you.

Q: Have your ideals or beliefs changed
since you began your diplomatic
career in the Middle East and, if so,
how?
My aims haven't changed. What I still

believe is necessary hasn't changed. Am
I mindful of how there's been an evolu-
tion? Sure.
There was a time when I thought we
could reach a permanent status agree-
ment between Israelis and Palestinians.
I'm less hopeful of that now I'm no less
believing of its importance. But if it's not
something that can be achieved, then
I think you need to restructure your
objectives.
It's a mistake to have only two choic-
es: either we solve it or there's nothing
to be done. Because that guarantees
that nothing will be done — and that
ensures a vacuum. If there's one thing
we've learned about the Middle East,
every vacuum gets filled — and never
by good forces.

❑

See Robert Sklar's essay on page 37.

...we..., re I

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