Between opinion leadership and 'contract of disagreement': The Norwegian Labour Party and the European issue (1988-1994)

The Norwegian Labour Party elite advocated European Union membership in the 1994 referendum, but the party's members and voters were divided. This article examines the party leadership's conflict management strategies. The possible tradeoff between, on the one hand, seeking a given policy outcome (in this case, Norwegian membership of the EU), and, on the other, maximising votes and maintaining party cohesion, is focused upon. In the 1972 referendum on Norwegian membership of the European Community, Labour had failed to achieve any of these objectives. Electoral losses and party splits were avoided in 1994, but the main policy objective - EU membership - was still not reached. It is difficult to argue, however, that the Labour elite chose one goal at the expense of the others. This case study suggests that parties may try to reconcile seemingly incompatible objectives and to avoid choosing between goals. In addition, the results underline the importance of organisational learning and indicate that the strategies of both leadership and internal opposition should be included in research on party behaviour.