Making Coalition Government Work: the political perspective

Key lessons for successful coalition governments

The following key lessons emerged from the panellists' presentations and the discussions that followed:

1. Successful coalitions rest upon mutual interdependence between the parties

In other words, there must be ongoing incentives for the partners to remain in coalition rather than pulling out early.

2. Both parties must be publicly perceived to be doing well in government

Each must be able to point to clear 'policy wins' of its own. This is particularly important for the smaller party, which may fear its identity being eroded by being in coalition.

3. All government policy must be approved by both sides

Cabinet Committees and other formal processes need to be used more frequently than under single party government.

Formal collective decision-making mechanisms also mitigate the tendency of coalitions to operate via policy silos, whereby ministers from the two parties are granted significant autonomy over 'their' departments or parts of departments.

4. Relations between the parties rely upon the principle of 'no surprises'

Parties need to be transparent and open about emerging problems and not sweep divisive issues under the carpet that  will come back to haunt the coalition at a later date.

5. Differences in party cultures must be overcome to make coalitions work

Coalitions will require parties to make compromises not just in terms of policy but also in terms of adaptation to the culture of their coalition partner.

For instance, parties have different approaches to consulting backbenchers and party members – ministers from the other party will need to allow for this.

6. Coalition agreements must strike a balance between commitment and flexibility

Formal coalition agreements play an important role in providing clarity for politicians and civil servants alike about the objectives of the government. However, over-detailed agreements can turn into a straitjacket, making it difficult for governments to respond to events and changing circumstances.

Some 'constructive ambiguity' may be needed to avoid this. A capacity to revisit and revise the agreement during the term can also be helpful.

7. There are often greater tensions within parties in coalition government than between them

Good internal communication to manage these is essential. Coalition leaders must also beware becoming so concerned with managing relationships with the other coalition party that they neglect relations with their own backbenchers.

8. The authority of party leaders in a coalition is greatest at the start of the parliamentary term

As the next election grows closer there is growing pressure from backbenchers and the wider parties to emphasise differences from the coalition partner.

The coalition's structures must be sufficiently robust to cope with the political pressures involved at each phase of the government's life.