Rafael Pagan — who died in 1993 — was not invited to be a part of his former associate’s new firm, Mongoven, Biscoe & Duchin. His tactic of conquering and dividing activist movements and isolating the “fanatic activist leaders” lived on, though, through his former business partner, Jack Mongoven.
Largely avoiding the limelight while working as Pagan’s vice president for Issue management and strategy — the brains of the operation — Duchin became a notorious figure among dedicated critical observers of the public relations industry while co-heading MBD. During MBD’s 15 years of existence, its clients included Big Tobacco, the chemical industry, Big Agriculture and probably many other industries never identified due to MBD’s secretive nature.
MBD worked on behalf of Big Tobacco to fend off any and all regulatory efforts aimed in its direction. Philip Morris paid Jack Mongoven $85,000 for his intelligence-gathering prowess in 1993.
“Get Government Off Our Back,” an RJ Reynolds front group created in 1994 by MBD for the price of $14,000 per month, serves as a case in point of the type of work MBD was hired to do by Big Tobacco.
“The firm has developed initiatives for RJ Reynolds that advocate pro-tobacco goals through outside organizations; among other projects, the firm organized veterans organizations to oppose the workplace smoking regulation proposed by OSHA,” explains a 2007 study appearing in the American Journal of Public Health. “[It] was created to combat increasing numbers of proposed federal and state regulations on the use and sale of tobacco products.”
‘Radicals, Idealists, Realists, Opportunists’
While its client work was noteworthy, the formula Duchin created to divide and conquer activist movements — a regurgitation of what he learned while working under the mentorship of Rafael Pagan — has stood the test of time. It is still employed to this day by Stratfor.
Duchin replaced Pagan’s “fanatic activist leaders” with “radicals” and created a three-step formula to divide and conquer activists by breaking them up into four subtypes, as described in a 1991 speech delivered to the National Cattleman’s Association titled, “Take an Activist Apart and What Do You Have? And How Do You Deal with Him/Her?”
The subtypes: “radicals, idealists, realists and opportunists.”
Radical activists “want to change the system; have underlying socio/political motives’ and see multinational corporations as ‘inherently evil,’” explained Duchin. “These organizations do not trust the … federal, state and local governments to protect them and to safeguard the environment. They believe, rather, that individuals and local groups should have direct power over industry … I would categorize their principal aims … as social justice and political empowerment.”
The “idealist” is easier to deal with, according to Duchin’s analysis.
“Idealists…want a perfect world…Because of their intrinsic altruism, however, … [they] have a vulnerable point,” he told the audience. “If they can be shown that their position is in opposition to an industry … and cannot be ethically justified, they [will] change their position.”
The two easiest subtypes to join the corporate side of the fight are the “realists” and the “opportunists.” By definition, an “opportunist” takes the opportunity to side with the powerful for career gain, Duchin explained, and has skin in the game for “visibility, power [and] followers.”
The realist, by contrast, is more complex but the most important piece of the puzzle, says Duchin.
“[Realists are able to] live with trade-offs; willing to work within the system; not interested in radical change; pragmatic. The realists should always receive the highest priority in any strategy dealing with a public policy issue.”
Duchin outlined a corresponding three-step strategy to “deal with” these four activist subtypes. First, isolate the radicals. Second, “cultivate” the idealists and “educate” them into becoming realists. And finally, co-opt the realists into agreeing with industry.
“If your industry can successfully bring about these relationships, the credibility of the radicals will be lost and opportunists can be counted on to share in the final policy solution,” Duchin outlined in closing his speech.
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