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- W2495406231 abstract "In practice, as illustrated here and in Chapter 15, behind ‘the end of control freakery’, management, was unchanged in process and method. It also became bolder and more clearly defensive of Blair against Brown. There was increasing union distrust of Blair’s direction of travel and of his leadership behaviour Yet, as shown, the resentful unions came up with a major financial support in 2002 to assist the party without financial pressure on policy. This apparently puzzling conjunction is closely examined. Growing distrust of Blair’s management and managers by the unions was paralleled by a deepening public ethos of anti-manipulative distrust of politicians, especially Blair. That feature is given detailed investigation. Leader and management found it difficult to improve their adverse party and public reputation for manipulation, especially as both realism and managerial success after 2001 pointed them towards benefits in continuing their behaviour, as did the new delivery pressures from the strong Leader. Managerial successes continued; crucially, the voice of the wider Labour Party over Iraq was systematically restricted and distorted by the management. ." @default.
- W2495406231 created "2016-08-23" @default.
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- W2495406231 date "2014-04-30" @default.
- W2495406231 modified "2023-09-26" @default.
- W2495406231 title "Distrust, management and the long road to Iraq" @default.
- W2495406231 doi "https://doi.org/10.7228/manchester/9780719073793.003.0017" @default.
- W2495406231 hasPublicationYear "2014" @default.
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