Unicist thinking is a solution thinking approach that is based on approaching problems based on the universal solution given by the ontogenetic map of the concept that underlies the function that is being managed.
Solution thinking implies beginning with the conceptual design of the solution based on the ontogenetic map of the concepts that defines the process and ending with the operational solution that can be managed by anyone without needing to know the concepts of what is being done.
It requires having a sound technical analytical knowledge and the knowledge of the fundamentals in order to develop the design of the conceptual solution.
Unicist thinking requires an empathic approach to the problem that is being managed in order to be able to emulate its functionality in mind. Solution thinking requires the use of different neural pathways than the one used when making systemic problem solving approaches.
Expansive actions require believing to see
Expansive actions require providing additional added value to the environment and thus they are implicitly innovative. The innovation is implicit in the additional added value.
Believing to see is necessary for conceptual thinking. Concepts are essential. Therefore they need to be approached based on abstract beliefs that need to be confirmed in their manifested operational actions.
Conceptual thinking implies reflection that goes beyond the sensory experiences of individuals. Homological experiences are the benchmarks to be used to apprehend new action fields.
Believing to see is an approach to the nature of a reality in order to influence the future evolution and develop present actions.
Backward-chaining thinking is necessary to approach any activity that deals with adaptive systems and complexity. The oneness can only be approached with backward-chaining thinking processes which are integrated in the unicist reflection process.
2 = Infinite Solutions is an arithmetic metaphor of backward-chaining thinking.
It requires the use of a high level of inner freedom, because there are no sensory parameters to confirm the validity of a process. That is why a “believing to see” approach needs to be sustained by destructive and non-destructive pilot tests.
Maximal strategies which allow expansion beyond the present boundaries of an activity require the use of backward-chaining thinking and using individuals’ beliefs that need to be validated with sensory experiences.
Surviving requires seeing to believe
Conservative thinking requires seeing to believe. That is why when a new concept is being discussed and an individual asks for an analogical benchmark, it is because s/he is avoiding entering a new field.
Seeing to believe is necessary to deal with operational thinking. When operation has to be done it is necessary to deal with a credibility based on seeing. Seeing is used in a wide sense considering all the aspects that deal with sensory experiences to apprehend reality.
Seeing to believe is based on the past experiences of individuals to generate the credibility of present actions.
Forward-chaining thinking is the secure approach to reality which avoids having a high level of inner freedom because the external reality is apprehended through sensory experiences. The use of sensory information avoids the need to make decisions based on internal freedom.
1 + 1 = 2 is an arithmetic metaphor of forward-chaining thinking.
Minimum strategies, which need to ensure survival, require forward-chaining thinking and using the sensory experiences to believe.
Doing within adaptive systems
Actions are the demonstration of a decision. There are unconscious, intuitive and conscious decisions. All actions include all the aspects but when we talk about “Doing” we imply actions ruled by conscious behavior.
Influencing adaptive systems requires integrating “believing to see and seeing to believe”.
But it has to happen following the ontological evolution law. An individual needs to believe in order to be able to see and then confirm what has been seen in order to validate the belief.
Managing adaptive systems implies beginning to apprehend the possibilities that can be achieved. To do so it is necessary to use backward-chaining thinking in order to apprehend the solution in its oneness. Therefore the first step to deal with adaptive systems requires the use of inner freedom to apprehend the actual reality. It requires “believing to see”.
This allows developing a maximal strategy that makes expansion possible.
After the concept has been grasped and used to develop a maximal strategy it is necessary to ensure survival developing minimum strategies. Minimum strategies are operation driven and use forward-chaining thinking as a tool that requires sensory experiences to confirm the validity of actions. Therefore it requires a “seeing to believe” approach.
The level of inner freedom required is minimal because actions are driven by sensory experiences.
Doing implies having the necessary inner freedom to be able to “believe to see” and the necessary discipline to follow a method to do, based on “seeing to believe”.
Businesses require “believing to see” to be defined, because they happen in the future that cannot be perceived through sensory experiences, and “seeing to be believe” in order to be administrated.
In business “seeing to believe” is a fallacy.
In operational activities “believing to see” is a utopia.