the two and a half decades of Henry VII’s rule England had become accustomed to a very personal style of management, one in which the king’s household directly controlled everything of real importance and nothing significant was undertaken without the king’s knowledge. Such a system was scarcely workable under a new king who had no intention of submitting to the tedium of daily administration. Except when dealing with matters that engaged his interest in some personal way, Henry was willing to talk business only during morning mass—evidently he was not an attentive worshipper—and just before
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