Unicist Talent Development

Unicist Functionalist Approach

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Unicist Functionalist Approach

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What is the Unicist Approach to Talent Development?

The discovery of the unicist ontogenetic intelligence of nature allowed defining the triadic structure and the complementation and supplementation laws that underlie any entity.

These discoveries established the groundings to develop the unicist double dialectical logic that underlies all systems in nature.

The use of the double dialectical logic made the emulation of the organization of nature possible, developing objects to install into human adaptive systems to make them faster, safer and reliable. 

The Unicist Talent Development is based on  (*):

1) The discovery that the concepts individuals have drive their attitudes.

2) The knowledge of the conceptual structure of the different roles included in business processes.

3) The knowledge of the concepts that sustain the talents of individuals and how to empower them.

4) The diagnostics of the talents individuals have based on the facts they produce.

5) The possibility of developing individual talent development programs.

6) The use of the unicist ontology of learning to manage adaptive aspects of businesses.

7) Unicist coaching processes based on functional fallacy-shooting.

(*) A condition to manage the unicist approach is to go beyond the use of dualistic logic and use the double dialectical logic in order to be able to emulate dynamic processes in mind. It implies leaving behind the use of the disjunction “or” substituting it by the use of the functional conjunction “and”.

You can access the book on “Introduction to Ethical Intelligence in Business” by Diana Belohlavek at: http://www.unicist.org/deb_ieib.php

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems.


A Metaphor for Business: Beware of the Business-wolf

Business-wolves are individuals who have neither the capacity nor the will to assume the responsibility for results. They are lone-runners. They do not have the ethics of a wolf pack. That is why they can not have partners, just accomplices.

They are individuals who are stagnated in the “survival ethic” but they are also imprisoned by their own utopian self-image.

“Tomorrow” is their promise and distorted descriptions of their past are their groundings.

Stagnated survivors use justifications to profit from others

They always have the necessary justifications to profit from others and the destruction power to impose them. The destruction power can be active or passive. They destroy by action or inaction.

Envy is the driver of Business-wolves

They are driven by envy which has been defined by Buddhists as the integration of greed and jealousy. The German word for envy “Schadenfreude” makes it much clearer. It means the joy of damaging.

The German saying: “Schadenfreude ist die schönste Freude” says that “the joy of producing damages is the greatest joy” implies that envy produces a great pleasure when it is used. It generates a great pleasure when destroying by action or inaction.

Therefore you can see that business-wolves pee all the time their hypothetical territory and destroy or downgrade everything they think might threaten their territory or self-esteem.

Dealing with Business-wolves

If you think you have a business-wolf among your managers you need to bear in mind their fundamentals: 1) profiting without adding value, 2) justifying everything and blaming others for what does not work, 3) exerting power by action or inaction.

Business-wolves have a diabolic dribbling capacity. Just like a basketball player that should not look into the opponents’ eyes, but focus on the ball that is moving, when you face a Business-wolf you should not believe his eyes but focus on the facts that are being produced.

Do not imagine that you can manage them, they use their anti-intelligence. Anti-intelligence is superior to intelligence because it has not ethical inhibitions. You cannot negotiate with them because they will find a justification to avoid their commitment.

The wolf of the little red cap story is an apprentice when compared with a business-wolf. You cannot deal with people who are driven by the Schadensfreude (envy).

But please remember that we all have a business-wolf inside. The question is being aware of it to maintain it in our private Zoo (our wolf is not alone). If you are not aware of your own wolf you cannot recognize business-wolves.

Your comments are welcome.

Peter Belohlavek

You can find information on the Unicist Standard  in the Unicist Business Search Engine: http://www.unicist.com

Request more information: n.i.brown@unicist.org

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Unicist Business Talent Development – The paradox of “gifted minds”

Unicist Talent DevelopmentA gifted person has superior functional intelligences (*).
That means that the individual’s intelligences are:
a) functional to a specific value generating process
b) superior than average people’s.

(*) Kinesthetic, intrapersonal, interpersonal, mathematical intelligences are just examples of functional intelligence.

The paradox is that when gifted people work in an environment where their functional intelligences are irrelevant, they naturally enter in a superiority complex creating a parallel reality to sustain their dominating position. This generates lack of value generation and endless power games promoted by the person who needs to sustain a dominating role.

Access the Unicist Business Search Engine to learn about this research led by Peter Belohlavek and how to empower business talents: www.unicist.com

Your comments are welcome

Diana Belohlavek
VP Unicist Knowledge Bank
& International Relations

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