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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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Epilogue: Brown, management inheritance and new moves to reform

Epilogue: Brown, management inheritance and new moves to reform

Chapter:
(p.734) 21 Epilogue: Brown, management inheritance and new moves to reform
Source:
The Blair Supremacy
Author(s):

Lewis Minkin

Publisher:
Manchester University Press
DOI:10.7228/manchester/9780719073793.003.0022

A central theme of this epilogue chapter is that in spite of Brown’s search for new trust as Leader, there were marked continuities in the party managerial process, and the heritage of problems including distrust bequeathed from Blair. In addition, there were new difficulties and distrust arising from Brown’s own policies and management behaviour. Public trust in Labour’s economic management also received a damaging blow after the financial crisis of 2008. Trust in MPs and parliamentary management were badly damaged by a scandal over expenses in 2009. Attempts to change Leader, as before foundered for procedural and political reasons. Party distrust of internal management encouraged a new search for internal reform. After an election defeat in 2010, which was generally accepted to be ‘the end of New Labour’, Ed Miliband, elected new Leader by a narrow majority, was conscious that ‘New Labour’ had ‘lost touch with both party members and the people’. Facing considerable policy difficulties, an era of change began, including elements of management reform; its tensions and possibilities are briefly signposted in a conclusion linked to the rest of the study.

Keywords:   Continuities of management, Heritage of problems, New difficulties and distrust, Financial crisis, Expenses scandal, The end of ‘New Labour’, Miliband as Leader, Era of change

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