During his ascent to power in the 1930s, 1940s, and 1950s, Mao had “packed” the CCP upper echelon with people who had sided with him in the many internal power struggles in the party, especially those who had served with him in the First Front Army. Yet even this strategy was insufficient to maintain Mao’s absolute power in the party. When the unexpected shock of the Great Leap Forward led to a precipitous fall of Mao’s prestige within the party, a rival coalition composed of Mao’s former allies emerged to sideline him. Even a formerly loyal protégé such as Deng Xiaoping began to display streaks of independence.

Even at an abstract theoretical level, the power configuration in China after the 1969 9th Party Congress was highly unstable. On the one hand, Mao continued to be an active and powerful chairman of the party. On the other hand, Lin Biao, the anointed successor, had a great deal of control over the military. Without the possibility of other powerful factions in the party to check a potential fight between Mao and Lin, both sides had much temptation to eliminate the other if they believed they had sufficient power to do so (Acemoglu et al. 2008: 162). Fortunately for Mao, he had cultivated two disparate groups to help him govern China in the event of a purge of Lin Biao: the Fourth Front Army (FFA) and the surviving scribblers. Mao’s strategy of cultivating the tainted FFA paid off handsomely. Instead of having to concede to Lin Biao’s reluctance to carry out self-criticism or being forced to rely on Lin’s followers, Mao forced Lin’s hand, knowing that he could credibly threaten Lin with replacing the Lin Biao faction with FFA veterans. After Lin Biao fled, Mao carried out his threat and eradicated close associates of Lin Biao wholesale from the military, replacing them with veterans of the FFA. The Lin Biao incident on September 13, 1971, finally led to the full installation of the coalition of the weak.

After Mao’s passing in September 1976, the coalition that Mao had put in place at the end of his life, which was composed Cultural Revolution radicals with little revolutionary experience, even more junior officials like Wu De and mass representatives, the tainted Fourth Front Army (FFA) group, and a handful of trusted First Front Army veterans like Ye Jianying and Wang Dongxing, took over the People’s Republic of China. An uneasy truce persisted for a very short time before the Gang of Four had alarmed Hua Guofeng by challenging his role as the anointed successor, which compelled him to seek more drastic solutions (Zhang 2008b: 263). In this decisive moment, the FFA swung behind Hua, thus sealing the Gang of Four’s fate, but Hua also became very dependent on FFA veterans. His dependence on military veterans with vastly more experience and greater networks ultimately also brought about his downfall. Within two years of Mao’s death, none of the potential successors Mao had put into place just prior to his death survived as powerful figures in the party. The Gang of Four had ended in jail, while Hua was sidelined at the third plenum in 1978. Even FFA veteran Li Desheng, who had served as vice chairman of the party for a short while, ended his career in the 1980s as the head of the National Defense University (Zhu 2007: 425). Except for key members of the FFA group, the vast majority of Mao’s coalition of the weak had ended in jail or in retirement by the early 1980s. His legacy of continuous revolution also was completely expunged from the party ideology in favor of a single-minded focus on economic development.

Although much of this book concerns political dynamics in the Mao Era, the tumults of the Cultural Revolution and the coalition rule that resulted from late-Mao politics indirectly led to an important political outcome by the 2010s, the survival of Xi Jinping as one of the few princelings among political leaders on the civilian side of the CCP. This created one of the preconditions for Xi to dominate the party soon after taking office as the head of the party in late 2012 – the relative absence of competition and oversight from other highly networked princelings. In the 1980s, two forces drove the selection of future leaders in the party. First, founding leaders such as Chen Yun and Deng Xiaoping had a genuine desire to promote a new generation of well-educated, loyal potential successors as their health began to fail them. Second, as the rest of the book has argued, the top leadership and even mid-level officials at the ministerial level did not want serious competitors to their power bases, and each pursued a coalition of the weak strategy within his own jurisdiction. Thus, besides a few senior veterans who had placed their children on accelerated paths for promotion, the vast majority of revolutionary veterans resisted the promotion of princelings due to their Red Guard activism during the Cultural Revolution and to fear of interference by well-networked princelings.

Authoritarian regimes must grapple with a fundamental source of instability that a significant redistribution of power, often unseen or only partially observed, can radically alter the incentives of regime insiders and overturn initially stable equilibria (Acemoglu et al. 2008). Although institutional features such as authoritarian legislatures and a ruling party can alleviate the incentives to usurp the incumbent leader to some extent, especially among lower-level officials (Gandhi 2008; Svolik 2012), they cannot fundamentally remove the incentives to grab power forcefully in the top echelon of these regimes. For one, one-party states by design entrust enormous power in the hands of the top few officials or even in the hands of one person. For ambitious officials just one layer below the very top facing a low probability of ordinary promotion, the reward for achieving an extra step upward can be enormous and can justify a risky gamble, especially if an external shock leads to a significant redistribution of power. Even for those who are already in the top echelon of the ruling party, a gamble to break the existing power-sharing equilibrium can reap enormous rewards as the power and resources of authoritarian colleagues are consolidated into one’s hands. Knowing the dangers of these possibilities, authoritarian leaders also have the incentives to preempt potentially threatening colleagues by removing them from power with coercive measures. In the absence of credible constitutional frameworks or electoral pressure to stop the actions of the top leadership, the stable façade of authoritarian politics can quickly descend into coups, purges, and assassinations.

In mid-1975, a sickly Mao had one of the last meetings with the Politburo. During the meeting, Mao shook hands with the entire Politburo, probably for the last time in his life. When he greeted alternate Politburo member and Vice Premier Wu Guixian, Mao confessed, “I don’t know who you are.” An embarrassed Wu said, “Chairman, we met in 1964 during the national day parade.” Mao compounded her embarrassment by responding, “I didn’t know that” (Mao 1975).

This chapter first explains how the Chinese Communist Party is organized and controls the political system. Unlike the political parties in mature democracies, the Chinese Communist Party is a Leninist party that resembles a secret society, characterized by monopolistic communist ideology, strict hierarchy, exclusive membership, and two unique party organs: the Propaganda Department, and the United Front Work Department. In such a political system, the party eclipses the entire society, including the government, creating a unique party-state that imposes absolute rule over China. The chapter further shows that, leveraging its total control, the party-state creates a low human rights environment in China that enables the party-state to achieve its objectives with few costs and little resistance. In the past four decades, China’s economy grew rapidly, creating a large middle class. However, due to its total dependence on the party, the newly emerged middle class is in no position to push for democracy and the rule of law.