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The Blair SupremacyA study in the politics of Labour's party management$
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Lewis Minkin

Print publication date: 2014

Print ISBN-13: 9780719073793

Published to Manchester Scholarship Online: September 2014

DOI: 10.7228/manchester/9780719073793.001.0001

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Managing for legacy

Managing for legacy

Chapter:
(p.609) 18 Managing for legacy
Source:
The Blair Supremacy
Author(s):

Lewis Minkin

Publisher:
Manchester University Press
DOI:10.7228/manchester/9780719073793.003.0019

This chapter investigates Blair’s acceptance, in 2006, of what had become a notice to quit as Leader. In explaining what forced this position, attention is often primarily focused on Brown and a Brownite ‘coup’ but argued here is that detailed attention should be focused on Blair and his management. The evidence uncovered indicates that in the PLP and on the NEC management had become divided and consequently the rolling managerial coup failed to roll further. There was a new atmosphere of non-cooperation. An impression gained ground that the Leader, who had refused to commit himself to a date of departure, did not feel a duty of care towards the party and his word was not to be trusted. Yet managerial complacency was encouraged by confidence in the continuing insulation of the nominating procedure for Leadership elections. There was a remarkable inability of otherwise resourceful supportive managers to anticipate an outside-the-rules initiative of a section of the PLP. When it happened it exposed Blair’s diminished support and forced his public acceptance.

Keywords:   Managerial division, Rolling coup fails to roll, Non-coopertion, Duty of care, Distrust, Insulated procedure for eviction, Managerial complacency, Failure to anticipate

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