- Title Pages
- 1 The tradition of party management and the road to destabilisation
- 2 Revolt and restoration
- 3 Contentious alliance, OMOV and the management of democratic renewal
- ‘New Labour’ and the culture of party management<sup>1</sup>
- 5 The Leader, the machine and party management
- 6 Transforming fundamentals and laying new foundations
- 7 Creating ‘the Party into Power’ project
- 8 Managing the changing NEC: partnership and shifting power
- 9 Managing policy relations with business and unions
- 10 Managing new policy institutions
- 11Managing the party conference
- 12 Managing candidate selection
- 13 Managing the Parliamentary Labour Party
- 14 Employment relations, representation and party management
- 15 The crisis of party management
- 16 Distrust, management and the long road to Iraq
- 17 New challenges and management on the road to Warwick
- 18 Managing for legacy
- 19 Summary: analysis and characterisation
- 20 Evaluation and perspectives
- 21 Epilogue: Brown, management inheritance and new moves to reform
- (p.1) Introduction
- The Blair Supremacy
- Manchester University Press
Blair drove the party through a ferment of new developments reflecting what appeared to be not just a pre-eminence but an unusual and unshakeable supremacy over the party. The major focus here is on three fundamental questions around which a wide range of other significant issues are raised, new findings are disclosed, and previous interpretations assessed. How was it all achieved? Was it really, as presented, Blair’s supremacy? Why did it end in the controversial way that it did? The answers are sought in a probing interrogation of the distinctive character, mechanisms and development of Blair’s party management.
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