ABSTRACT
This period witnessed not only a process of programmatic but also of organisational modernisation. The central concern of this chapter is Labour’s metamorphosis into a more centralised and disciplined party, with power firmly located within its inner parliamentary circle. The process of organisational change was a complex one. It was in part the outcome of goals consciously pursued by the leadership as Kinnock, convinced that Labour would never earn the confidence of the voters unless it was seen to be a respectable, orderly and united party, strove to tame the left, prune the influence of the extraparliamentary party and, as far as possible, the unions and ensure that he had the power to respond swiftly and effectively to environmental pressures. However, not all organisational reforms were set in motion by the leadership, reflected its priorities or had intended and predictable consequences. Some had been long debated, were subject to extensive consultation exercises and were widely approved, such as altering the composition of Conference and introducing a more effective system of policy formation. Furthermore Kinnock always had to operate within the Party’s procedures and seek the support of other power-holders, especially the unions, which often involved adjusting his goals. With these qualifications, the main pattern that unfolds in these years is a steady accretion of leadership power accomplished by the extension of central control and (paradoxically at first glance) the direct enfranchisement of members.
