[单项选择]　　Harry Truman didn’’t think his successor had the right training to be president. "Poor Ike ― it won’’t be a bit like the Army," he said. "He’’ll sit there all day saying ,do this, do that,’’and nothing will happen." Truman was wrong about Ike. Dwight Eisenhower had led a fractious alliance ― you didn’’t tell Winston Churchill what to do ― in a massive, chaotic war. He was used to politics. But Truman’’s insight could well be applied to another, even more venerated Washington figure, the CEO-turned cabinet secretary. 　　A 20-year bull market has convinced us all that CEOs are geniuses, so watch with astonishment the troubles of Donald Rumsfeld and Paul O’’Neill. Here are two highly regarded businessmen, obviously intelligent and well-informed, foundering in their jobs. 　　Actually, we shouldn’’t be surprised. Rumsfeld and O’’Neill are not doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disapp
A. nature of activity.
B. option of withdrawal.
C. legitimacy of activity.
D. power distribution.