Former LSU System President John V. Lombardi is now a fiction writer. At his blog at Inside Higher Ed, he describes the struggles of a corrupt authoritarian, though fictional, small nation in great detail:
Imagine a small, developing country of perhaps 3 million people. Like many other small developing countries, our imaginary nation is rich in natural resources, its economy has prospered on the export of agricultural crops and benefited from the revenue generated by petroleum production, refining, and support services. Its history, like some of its counterparts in the developing world, reflects a constant structural economic weakness covered by a colorful culture, truly creative and charming people, and an often dramatic sequence of past events.
He goes on to describe the political leadership as a “populist authoritarian government led by individuals in search of advancement to more prosperous and internationally significant posts.” Again, entirely made up. (What is this guy smoking, right?) Some of his writing is clearly influenced, quite peripherally, by the whimsy of Louisiana. But certainly not his description of the regime’s response to opposition:
When confronted with opposition, the regime mobilizes its sycophantic adherents and paid partisans to discredit, isolate, and eventually drive out any people with an ability or opportunity to address the real issues and consequences of the regime’s behavior. The technique, developed with great political skill, involves three fronts.
The first is the effort to co-opt anyone with an independent perspective. These individuals receive coveted appointments to government boards, association with the regime’s powerful people, and assurances that the regime will protect their business and personal interests. This works quite effectively with some people, although others choose not to participate, and normally responsible individuals become dependents of the regime, bound to provide whatever support the regime requires.
When this strategy fails, as it often does with independent agency officials of some visibility, the regime turns to a form of more direct engagement. In this second mode, representatives of the regime explain to the official that the better tactic for success during these years would involve a collaborative arrangement with the regime. That collaboration would provide support and regime protection for the official, permitting continued leadership of the agency. But to achieve this protection and collaboration, and to ensure that the agreement to work together is of substance, the regime requires a test of loyalty. This loyalty test requires the official to dispose of close associates whose work the regime dislikes. Absent those associates, the regime’s messengers promise but do not guarantee the official a secure role as a significant leader under the regime’s protection.
This message of threat disguised as offer is usually delivered by reputable business leaders associated with the regime who also maintain a relationship with the non-conforming official. Should the official appear at all reluctant, the regime then reinforces the message by mobilizing their most trusted direct political operatives to echo the message.
When this second more direct approach fails, the regime moves to the third stage and mobilizes its dependents, especially those connected in one way or another to the non-conforming official, and identifies a method to remove the dangerous behavior of regime independence. This involves a conspiracy to exile the offending official, preferably to another nation. Recognizing the transparency of this maneuver, the regime activates its media experts and develops a slanderous rationale for the forced exile. A few courageous people object, but others fall silent, for the price of failing to cooperate with the regime is now clearly revealed.