During the 1999-2000 Presidential campaign, future President George W. Bush faced strong criticism and even ridicule for his lack of foreign policy experience. His answer was that although he personally might have been inexperienced in world affairs, he enjoyed the support of ?one of the finest foreign policy teams ever assembled? (Bruni 2000). Two years later, this team, now occupying top governmental positions, began showing signs of internal tension between the ?hawks?, such as Secretary of Defense Donald Rumsfeld and the ?doves?, such as Secretary of State Colin Powell. The source of this rift was the President?s policy toward Iraq. This division was illustrated by the fact that Colin Powell and his Deputy Richard Armitage opposed a hasty, unilateral military intervention, whereas Donald Rumsfeld and Assistant Secretary of Defense Paul Wolfowitz viewed Saddam Hussein as an ?imminent threat? against the US, and thus supported military actions against the Iraqi dictator (Rennie 2002; Borger 2002). Although not as publicly visible as Rumsfeld and Powell prior to the Iraq war, National Security Advisor Condoleezza Rice quietly contributed to President Bush?s 2002 National Security Strategy, which advocated the acceptability of preventive and unilateral military strikes against the United States? enemies. After the war, however, Rice emerged as an outspoken advocate for extensive American involvement not only in Iraq but in the Middle East as a whole (Mann 2004). During the second George W. Bush Presidency Rice replaced Powell as Secretary of State.This recent example illustrates common divisions within the foreign policy apparatus, as laid out by the work on bureaucratic politics (Allison1969, 1971; Halperin 1974). Here advisors working in the Department of Defense are expected to be less inclined toward cooperation and more likely to see the world as a hostile environment than those working in the State Department. This paper empirically tests the supposition that there is a correlation between the psychological characteristics of foreign policy decision makers and the bureaucratic role that they play. The bureaucratic politics literature suggests that advisors working in the national security/military arena see the world as a more conflictual place than those working for the diplomatic apparatus, and that they are more likely to see direct confrontation as the best policy tool to achieve their goals (Allison and Halperin 1972; Smith 1984; Wallace 2005). The substantive research question investigated in this paper is: Are there significant psychological differences between policymakers across the security - diplomacy divide within the American foreign policy making apparatus? I explore the connection between security/defense and diplomacy roles and individual personalities through a quantitative analysis of the psychological traits (op code and LTA) of 12 Presidential advisors (Secretaries of State, Defense Secretaries and National Security Advisors), in the process integrating theories from both bureaucratic politics and political psychology. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]