how a shadowy network of corporate front groups distorts the market place of ideas

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http://www.nationofchange.org/how-shadowy-network-corporate-front-groups-distorts-marketplace-ideas-1385295126

In 1971, Lewis Powell, who would become a Supreme Court justice the following year, penned a memo calling on the American business community to aggressively engage in shaping the country’s political discourse and regulatory landscape. The “American economic system is under broad attack,” he wrote. He said the time had come to fight back. “Business must learn . . . that political power is necessary; that such power must be assiduously cultivated; and that when necessary, it must be used aggressively and with determination — without embarrassment and without the reluctance which has been so characteristic of American business.”

For Powell, it was all about organizing and planning over the long-term to sway public opinion and shape public policies. “Strength lies in organization, in careful long-range planning and implementation, in consistency of action over an indefinite period of years, in the scale of financing available only through joint effort, and in the political power available only through united action and national organizations,” he wrote.

As Jacob Hacker and Paul Pierson wrote in their book Winner Take All Politics, “The organizational counterattack of business in the 1970s was swift and sweeping — a domestic version of Shock and Awe.”

The number of corporations with public affairs offices in Washington grew from 100 in 1968 to over 500 in 1978. In 1971, only 175 firms had registered lobbyists in Washington, but by 1982, nearly 2,500 did. The number of corporate PACs increased from under 300 in 1976 to over 1,200 by the middle of 1980. On every dimension of corporate political activity, the numbers reveal a dramatic, rapid mobilization of business resources in the mid-1970s.