Monday, March 28, 2011
Sunday, March 06, 2011
In Alpha Dogs James Harding, Times Editor and former Washington correspondent for the Financial Times, charts the birth and evolution of the political consultant business in the US. Focusing on the partnership between cinema verite film-maker David Sawyer and Ad man Scott Miller, the brains behind the ‘Have a Coke and a smile’ campaign, Harding explains how these two idealists moved into becoming political consultants, started their own agency SMG and exported their model across emergent democracies. The model at the heart of their consultancy was very simple, and one that any modern day consultant would recognise, get inside the heads of the consumer, craft the message, go negative, pre-empt events, tell your story and sell it out. It was this toolkit that was tried and tested getting Kevin White re-elected as mayor of Boston in 1979 and then adapted through numerous unsuccessful (yet very lucrative) forays into South America to be refined in order that they could stage manage the overthrow of the Marcos regime in the Philippines supporting the 1986 campaign of Cory Aquino and two years later unseating General Pinochet in Chile. While the SMG team of consultants could at this stage be arguably on the side of God (or Good) and not Mammon, this was to change over the next decade. Their public failures in Peru and the increasing profit that could be earned from Junk bond sellers, tobacco companies saw SMG shift to a more corporate client portfolio. Miller left, Sawyer was ousted and the consultants spread far and wide across the political spectrum of America and beyond. SMG evolved to become Weber Shandwick, a major force in the public relations industry with a solely corporate focus.
While Harding appears sympathetic to the main characters of Sawyer and Miller, as well as many of the other characters that emerge as key or bit-part players in the SMG story this contrasts to his evaluation of the SMG legacy. While they may have talked of ‘electronic democracy’ of television making key players of the people and putting politics into peoples’ front rooms and not hidden in smoke filled board rooms, Harding contrasts this with the techniques used in order to oil this new democracy. Quoting the words of many consultants a story is built of the evolution in political communication ushered in by SMG. Joe McGinnis is quoted talking of ‘style becoming substance’ and that “The medium is the massage and the masseur gets the votes” (p. 80); for SMG selling a candidate was really about manufacturing an illusion and voters bought these illusions. Overall Harding’s assessment is “a decline in the national conversation, a less meaningful politics, a politics of soundbites and slurs, personalities not policies, image and a lack of imagination” (p. 224). Perhaps this assessment is one that Harding would extend to much of the public relations industry, given the critical tone taken when charting the shift to caring for Mammon and extending the SMG model into the corporate world.