Sean Spicer, whose job was literally to explain what people did and why, often simply could not-because nobody really had a job, because nobody could do a job. Priebus, as chief of staff, had to organize meetings, schedules, and the hiring of staff; he also had to oversee the individual functions of the executive office departments. But Bannon, Kushner, Conway, and the president's daughter actually had no specific responsibilities-they could make it up as they went along. They did what they wanted. They would seize the day if they could-even if they really didn't know how to do what they wanted to do.
Sean Spicer, who was tasked with clarifying the actions and motivations of the administration, often struggled because there was a lack of defined roles within the White House. This confusion stemmed from the fact that key figures generally did not have specific jobs, making it difficult for Spicer to provide clear explanations to the public. The disarray in roles highlighted a chaotic environment where responsibilities were poorly defined or nonexistent.
Reince Priebus, the chief of staff, was responsible for coordinating logistics such as meetings and hiring, yet he operated within an atmosphere where others, like Bannon and Kushner, lacked explicit duties. These individuals often improvised their actions and decisions without a structured framework, suggesting an unpredictable and reactive governance style that favored spontaneity over strategy. This led to a dynamic where personal initiative took precedence over formal responsibility.
