Article
Uri Dadush, Vera Eidelman, Taiya M. Smith
{
"authors": [
"Taiya M. Smith"
],
"type": "other",
"centerAffiliationAll": "dc",
"centers": [
"Carnegie Endowment for International Peace",
"Carnegie Europe"
],
"collections": [],
"englishNewsletterAll": "asia",
"nonEnglishNewsletterAll": "",
"primaryCenter": "Carnegie Endowment for International Peace",
"programAffiliation": "AP",
"programs": [
"Asia"
],
"projects": [],
"regions": [
"North America",
"United States",
"East Asia",
"China",
"Asia"
],
"topics": [
"Foreign Policy"
]
}
Source: Getty
Other
Why Go Strategic?: The Value of a Truly Strategic Dialogue Between the United States and China
While the United States and China—the world’s two largest economies—are becoming increasingly interdependent, there is a growing risk of misunderstanding or even clashes. The two powers need a dialogue to provide strategic vision to their relationship.
Published on Jul 28, 2010
While the United States and China—the world’s two largest economies—are becoming increasingly interdependent, there is a growing risk of misunderstanding or even clashes. In a new paper, Taiya Smith says the two powers need a dialogue to provide strategic vision to their relationship.
Smith, who led the U.S.-China Strategic Economic Dialogue for Treasury Secretary Paulson, draws on examples from her experience to analyze the recent history of strategic dialogues and recommends steps for Washington and Beijing to take to improve the broader bilateral relationship.
Recommendations for policy makers to effectively benefit from the dialogue:
- Understand the purpose of strategic talks: The strategic relationship should not be overshadowed by today’s news and short-term bilateral issues.
- Ensure effective communication: Strong personal relationships between the leaders of the dialogue and their representatives are critical for building trust.
- Leverage the wider benefits: Discussions and enhanced ties should create new ways to fix key problems outside bureaucratic norms.
“What the U.S.-China relationship needs is a truly strategic discussion to steer a critically important, yet increasingly complex, bilateral relationship while still managing the time-sensitive issues of the day,” writes Smith.
About the Author
Taiya M. Smith
Former Senior Associate, Energy and Climate Program, Asia Program
Smith has spent the last decade working in international negotiations. Most recently, she served as a member of Secretary Hank Paulson’s senior management team from 2006 to 2009 as the deputy chief of staff and executive secretary for the U.S. Department of the Treasury.
- After Copenhagen
- President Obama's Chances of Success in CopenhagenQ&A
William Chandler, Taiya M. Smith
Recent Work
Carnegie does not take institutional positions on public policy issues; the views represented herein are those of the author(s) and do not necessarily reflect the views of Carnegie, its staff, or its trustees.
More Work from Malcolm H. Kerr Carnegie Middle East Center
- What Does the Strait of Hormuz’s Closure Mean?Commentary
In an interview, Roger Diwan discusses where the global economy may be going in the third week of the U.S.-Israeli war with Iran.
Nur Arafeh
- Tehran’s Easy TargetsCommentary
In an interview, Andrew Leber discusses the impact the U.S. and Israeli war against Iran is having on Arab Gulf states.
Michael Young
- The Gulf Conflict and the South CaucasusCommentary
In an interview, Sergei Melkonian discusses Armenia’s and Azerbaijan’s careful balancing act among the United States, Israel, and Iran.
Armenak Tokmajyan
- Syria Skirts the Conflict With IranCommentary
In an interview, Kheder Khaddour explains that Damascus is trying to stabilize its borders, but avoiding war isn’t guaranteed.
Michael Young
- Israel’s Forever WarsCommentary
The country’s strategy is no longer focused on deterrence and diplomacy, it’s about dominance and degradation.
Nathan J. Brown
