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Abstract. One of the main ingredients in discourse about British politics concerns the extent to which, and under what conditions, central government can get its own way. Since 1979, the country has been ruled by a prime minister and a government placing at least rhetorical emphasis on the ‘politics of conviction’. At the same time we have a well established academic literature giving emphasis to the various hurdles in the policy‐making process which face even a government with a working parliamentary majority. The purpose of this paper is to trace the steps in the process towards the government achieving one of its manifesto commitments; the sale of 51 per cent of British Telecom shares to the private sector. In so doing, it is intended to analyse this example of the policy process in terms of the predominant British policy style.

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The privatization of the water industry was one of the most controversial and turbulent privatizations of the 1980s. The government undertook the project somewhat reluctantly, then the first plans had to be withdrawn, but eventually, the privatization of the industry was successfully completed in 1989. In this article, we first set out to provide a thorough account of the process of privatizing water, based on primary sources and exhaustive interviews. In doing so, we identity some major problems of established theories of British policy making: the process of water privatization clearly does not conform to any single model of policy making. Instead, individual ‘episodes’ of the policy process conform to different models. Arguing that existing theories of British policy making may have focused too narrowly on routine decision‐making processes, we propose that a theory of the transformation of policy communities is required to understand the dynamics of radical policy change in Britain.

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