ABSTRACT
The hierarchical model of bureaucracy with its assumptions of a set of disinterested, politically neutral and public-spirited civil servants came under increasing attack in Britain during the 1960s and 1970s. The left argued that the social-class background of civil servants led them to give partial advice and that they were opposed to the more radical policies of left-wing Labour ministers during Wilson’s two administrations (Kellner and Crowther-Hunt 1980; Benn 1981; Freeman 1982). The memoirs of former Labour ministers and political advisers added fuel to this criticism (Crossman 1976, 1977; Haines 1977; Castle 1980, 1984; Falkender 1983; Benn 1987, 1988). Whilst this left-wing analysis did lead to a certain amount of tinkering with the civil service machine, the general complaint was about the quality of civil servants and the role they adopted, rather than a critique of the nature of the civil service itself. It was a question of people rather than organization.1
