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Political Strategy
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Table of Contents

Forward: Strategy after Hutton, Howard and Brent; Introduction: The Role of Strategy in British Party Politics; Introduction to Party strategy And A Review of Strategy and British Party Politics; Strategy and Political Studies; What is Strategy?; Resource and Capabilities; The Nature of Political parties; Book Structure; Rationality in Strategic Objectives And A Strategic Review of Downs to Consider Party Objectives; Labour Exchange; Rationality in Office and on the Doorstep; Strategic Use of the Focus Group And The Question of Creeping Rationality in Contemporary Politics; Surfacing of Downsian Politics?; The Realities of Focus Group Politics; Portfolio Theory and Scenario Analysis; Strategy for Elections, Strategy for Change And Defining Objectives for Party Strategy; Mission: Office Seeking, Policy Pursuing; The Role of the Campaign; By-Elections; Parties as Inter-Election Formations; Strategy for Elections, Strategy for Change; Party Leadership and Organisational Culture And How Kinnock's Labour party struggled with strategy 1983-87 while Blair's acquiesced 1994-97; Party Culture; Kinnock's Labour Party 1983-1987; Blair's Labour Party 1994-1997; Critical Mass Strategies And A comparison of elections in 1979, 1997 and 1992; Critical Mass Politics; Exit Strategies and Critical Mass; 1979 and 1997 Compared; 1992; Disorder and StrategyAnd Misdirection in Labour under Foot, the Tories under Major and Hague and how Thatcher prevailed; Strategic Disorder; Disorder in the Labour Party 1979-1983; Disorder in the Conservative Party 1992-1997; Disorder in the Conservative Party 1997-2001; Emergent Lessons the Thatcher Administration after 1979; Case Study: The Strategy of the Centre Launching the SDP and the Strategy for the Centre Since 1981; The Strategy of Launching a New Party; The Rationality Argument and the Formation of the SDP; Strategy in Splitting: The role of the SDA and the Search for an 'Event'; Liberal Reaction and Strategic 'Alliance'; Managerialism and Organisational Culture; Strategic Reasoning of the SDP; Merger, Disorder and the Abandonment of Equidistance; Constructive to Effective Opposition; Centre Strategy; The Temporary Demise of Strategic Thinking And Decline of Strategy in Blair's Government and Duncan Smith's Opposition after 2001; Tony Blair's Second Term; Duncan Smith's Opposition; Conclusion: A Strategic Examination of the Party. READERSHIP: British politics; contemporary history; leadership; strategy.

Reviews

"Fascinating and immensely readable. This outstanding book should certainly establish itself as a key text within political science and is all the more substantive for its contribution to contemporary history. The analysis is supplemented by a series of stimulating interviews which provide textural depth to a precise and worthwhile study." -- Professor Stephen Haseler, London Metropolitan University. "An excellent and very interesting book." -- Richard Holme. "It is rarely easy to combine elegant political theory with messy political practice. Stephen Barber manages to do so. His insights from management theory are highly instructive about the way political parties work. But these insights are firmly grounded in the candid and thoughtful interviews he has managed to obtain from a range of political practitioners." -- Brendan Donnelly, Director Federal Trust. "Original and penetrating. A valuable contribution to the subject." -- Shaun Woodward, MP.

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