I once wrote about lobbying, and this week I called some Republicans I used to talk to (and some that they recommended I talk to) about the effect the shutdown is having on the Republican Party in Washington. The response I got was fear of Republican decline and loathing of the Tea Party: One lobbyist and former Hill staffer lamented the “fall of the national party,” another the rise of “suburban revolutionaries,” and another of “people alienated from business, from everything.” There is a growing fear among Washington Republicans that the party, which has lost two national elections in a row, is headed for history’s dustbin. And I believe that they are right to worry.

The battle over the shutdown has highlighted the cracks and fissures within the party. The party’s leadership has begun to lose control of its members in Congress. The party’s base has become increasingly shrill and is almost as dissatisfied with the Republican leadership in Washington as it is with President Obama. New conservative groups have echoed, and taken advantage of, this sentiment by targeting Republicans identified with the leadership for defeat. And a growing group of Republican politicians, who owe their election to these groups, has carried the battle into the halls of Congress. That is spelling doom for the Republican coalition that has kept the party afloat for the last two decades.

American party coalitions are heterogeneous, but they endure as along as the different groups find more agreement with each other than with the opposition. After Republicans won back the Congress in 1994, they developed a political strategy to hold their coalition together. Many people contributed to the strategy including Newt Gingrich, Karl Rove, Paul Coverdell, Paul Weyrich, and Ralph Reed, but the chief architect was probably Grover Norquist, a political operative who, along with Rove and Reed, came of age in the early Reagan years. The strategy was based on creating an alliance between business, which had sometimes divided its loyalties between Republicans and Democrats, and the array of social and economic interest groups that had begun backing Republicans.

In weekly meeting held on Wednesdays at the office of his Americans for Tax Reform, Norquist put forth the idea that business groups, led by the U.S. Chamber of Commerce and the National Federation of Independent Business (NFIB), but also including the specialized trade associations, should back socially conservative Republican candidates, while right-to-life or gun rights organizations should back tax cuts and deregulation. What would bind the different parts together was a common opposition to raising taxes, which Norquist framed in a pledge he demanded that Republican candidates make. Business could provide the money, and the single-issue and evangelical groups the grassroots energy to win elections.

The strategy worked reasonably well, especially in House races. The Chamber and NFIB became election-year arms of the Republican Party. In Congress, a succession of leaders, including Gingrich, Dennis Hastert, Tom DeLay, and Roy Blunt, followed the strategy. Gingrich initially overreached, and DeLay took ethical end-runs, but by the time John Boehner became Minority Leader in 2007, it had been refined. Its economic approach consisted of promoting cuts in taxes, spending, and regulation. Boehner, as lobbyists close to him explained to me, wanted to use the battle over continuing resolutions and the debt ceiling to achieve incremental changes on these fronts. He did not contemplate shutting down the government or allowing the government to default on its obligations.