Description
Book SynopsisAnalyses the way that New Labour was built and sustained under Blair's leadership -- .
Trade Review"Minkin's fascinating and illuminating journey through the archaeology of Labour's underworld"
(Ivor Gaber, Times Higher Education Supplement, 14/08/2014)
"infinitely painstaking in rooting out the details of Party management under New Labour"
(Stan Newens, The Spokesman, 125, 2014)
"Party politics - boring? Oh, no. There are many facets to this extra-ordinarily well written and extensively sourced study"
(Peter Kenyon, Chartist #270, September 2014)
The book reads like a thriller. What makes it captivating is Minkin's grasp of the scrupulous planning that went into Blair's managerialist coup, which, for a time took ownership of both the Labour Party and the country.
For anyone interested in or studying the history of the Labour Party, this book is a seminal work.
The thoroughness, the detail and the revelations around key moments in the history of the Party, its relationship with those in Parliament and leading the Party, makes it both a reference work and a necessary insight for those who wish to learn from history in order to apply the lessons to better organisation and more honest politics in the future.
Milestones in the past (including in our post war history) shed light on the interplay of the role of powerful characters in politics and between administrative and organisational systems and political ideology and values.
This tome which is in essence a life's work brought together in one volume, makes the point by dint of numerous examples, that what came to be known as 'control freakery' did not start in the last quarter of the 20th century. In fact, my only disagreement with Lewis Minkin is that I think there is for understandable reasons, a tend to over emphasise more recent examples of central control by leaders, implemented by key appointments within the Party structure, given the historical precedents which this book amply provides.
I believe this to be both excellent academically and insightful politically.
I would recommend it to those interested in the political process as well as those studying politics and political organisation.
Rt Hon David Blunkett, former Home Secretary
'Lewis Minkin (1978, 1991) is the author of two brilliant studies of the Labour party...The Blair Supremacy consolidates his reputation as the outstanding scholar of the Labour party. It is a painstakingly and thoroughly researched study, formidably analytical and buttressed by huge amounts of systematically marshalled evidence... In light of one of the most extraordinary upsets in Labour's history, this book, more than ever, is essential reading for anyone with an interest in the party and its future - scholars, journalists, politicians, party members, and not least the new Corbyn leadership. Anyone who seeks to contribute to the debate over Labour's future, whether they agree or not with Minkin's arguments, will find they have much to learn from The Blair Supremacy's highly sophisticated and subtle analysis, rooted in both Minkin's penetrating intelligence and in his huge experience of observing and, at times participating in political life.'
Eric Shaw, Political Studies Review, May 2016
'Lewis Minkin's mammoth, scrupulously researched, 800-page book, The Blair Supremacy builds on and develops the arguments mapped out in his earlier work...Those familiar with the earlier tomes will be unsurprised by the remarkable depth of the material marshalled by Minkin in the new publication alongside the sensitivity of his observations and his capacity for nuanced, qualified discussion of Labour politics. It is a scholarly tour-de-force which will become, unquestionably, a standard work on its subject.'
Mark Wickham-Jones, Political Studies Review, May 2016
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Table of ContentsPreface: Origins, roles, methods and sources
Introduction: The dynamic Leader
Part 1: Antecedents
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
Part 2: Forging ‘New Labour’ management
4. ‘New Labour’ and the culture of party management
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
9. Managing policy relations with business and unions
10. Managing new policy institutions
11. Managing the party conference
12. Managing candidate selection
13. Managing the Parliamentary Labour party (PLP)
14. Employment relations, representation and party management
Part 3: Crisis and control
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
Part 4: Appraisal
19. Summary – analysis and characterisation
20. Evaluation and perspectives
21. Brown, ‘New Labour’ management inheritance and Miliband’s problems
Index
