Strive for Internalization
Internalization means getting people to believe in your product and its way of doing things. For example, people who have internalized Macintosh believe in a transparent; what you see is the what-you-get approach and individuals’ efficacy.
The internalization of your product’s way of doing things is a powerful way to make it endure.
Internalization is challenging to achieve, but it lasts a long time. According to Business insights, most people across northern California internalized Macintosh in 1983, and many years after working at Apple, most of them are still evangelizing it.
Push Implementation Down
Ensuring that people lower in the pyramid implement change is another way to foster endurance. For example, the traditional view of settling armed conflict involves bringing together the leaders of opposing forces. The assumption is that these leaders can deliver their people’s support and agreement.
Traditional diplomacy and conflict resolution approaches have primarily focused on a narrow definition of a peace process—namely the crucial task of bringing the political and military leaders of opposing groups into a cycle of dialogue and negotiation to explore, reaching agreement on, and implementing measures to end violent conflict and create the conditions for peaceful co-existence.
This approach is guided by the belief that the leaders can reach decisions and bring along their constituencies in support of any resulting settlement.
However, modern civil wars present strong arguments for a more holistic understanding of the peace process. Negotiations between the leaders of opposing groups do not take place in a social or political vacuum.
They may sometimes be unable to adequately address the complex and dynamic interrelationships between these actors and other groups affected by and involved in the armed conflict, including the parties’ constituencies, the wider public, and even the broader regional or international forces.
People’s independent initiatives in their towns and villages, as well as at the regional, national and international level, therefore, have the potential to become critical elements in a broader peace process that is capable of addressing these complexities:
In other words achieving peace starts from the middle and bottom, not the top, of a population. For example, civilians helped bring about a lasting settlement in the border dispute between Peru and Ecuador in 1998.
This development came out of a workshop at the University of Maryland called “Ecuador-Peru: Towards a Democratic and Cooperative Conflict Resolution Initiative.”
The first workshop took place in 1997. Twenty members of the civilian populations of Ecuador and Peru formed the Grupo Maryland, and they worked together to find common ground for the resolution of armed conflict.
Its members were academics, businesspeople, educators, journalists, and environmentalists who shared similar characteristics—not political or military leaders.
To make your startup last, don’t depend on the people at the top. They have their agenda—such as power, money, and self-image—which necessarily reflect that of the entire population, much less the greater good. The middles and bottoms are the key constituencies to foster endurance.
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