Monthly Archives: April 2011

Organizations and their parts have a beginning and an end

The “Unicist Ontology of Organizational Equilibrium” describes the nature of organizational evolution. It is integrated by nine principles.

unicist-ontology-organizational-evolutionWe are presenting here one of the principles which is the one that rules the necessary action to develop maximal strategies to make business grow.

a) Every change of values implies the elimination of values, meaning that there is an end and a beginning.
b) Every organizational change implies a change of the values of the organization.
c) Organizations change from the outside to the inside and from top to bottom.
d) The results of changes need to be measured in the short and the long term.
e) The elapse of time makes the organizational structure of benefits obsolete.

Values are the materialization of ethics at an operational level. Organizations that seek for permanence need to die and rebirth with each change in order to adapt. No beginning nor change can exist if the ends are not accepted.

The apparent paradox is that the “end” is the energy conservation element. Beginning something new without finishing the preexisting organization is a utopia.

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Healthcare businesses have to be adaptive as never before

Businesses are, by definition, adaptive systems that need to evolve in an adapted way in an environment. Therefore, knowledge is essential to manage businesses.

Ontology-of-the-knowledge-of-adaptive-systemsKnowledge implies having the necessary information to make decisions and implement them in order to generate a business.

Reliable knowledge can be achieved when the fundamental knowledge and the technical analytical knowledge have been acquired.

Fundamental analysis is the approach that defines the limits of the possibilities of the evolution of a given reality. Fundamentals define the boundaries implicit in the functionality of such reality.

Technical analysis deals with the cause-effect relation between “variables” that have been identified making a systemic compromise.

The discovery of the Unicist Ontology of Evolution and the structure of concepts that regulate the evolution of living beings and their deeds, established the structure for fundamental analysis integrating it with technical analysis in order to develop reliable knowledge to adapt in a smooth way to reality.

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Who can manage ontological solutions for Adaptive Systems?

Simple thinking is unicist thinking. To deal with unicist ontological solutions individuals have to need to produce results and have a basic solution in their minds.

unicist-thinkingAn individual can only apprehend an ontological algorithm to manage an adaptive system if s/he can recognize it.

To recognize it the individual needs to have the concept of a solution in order to be able to compare it with the solution provided by the ontological algorithm.

People who have problems and not solutions in their minds cannot recognize ontologies. They need to rationalize them, transforming them into rationalisms.

Unicist algorithms are only necessary to manage adaptive systems. They are unnecessary for administrative functions.

An analogy will explain the difference between both. An administrative system is a simple procedure that uses forward-chaining thinking approaches:

1 + 1 = 2 is a simple administrative system that is solved by knowing how the adding process has to be done.

On the other hand, adaptive systems are complex. Their elements are interdependent and the only observable behaviors are their results:

2 = ∞ alternatives. This means that an individual has to find the best solution that achieves the result. This implies working with backward-chaining thinking approaches.

Backward thinking implies being able to think from the end to the beginning. Consider a mounting line. It is the capacity of an individual to decompose the final “product” into its components.

An ontological approach to adaptive clinical trials

Human cures belong to the field of complexity sciences. Complexity sciences have been developed to research the field of adaptive systems.

The “Learn and Confirm” method started by Wyeth introduced an implicit ontological approach to clinical trials’ work process considering them as adaptive systems.

Complex adaptive systems need to be researched with a “learn and confirm” method.  The objective is to end the research having discovered the foundations of the behavior of an adaptive system.

Ontological research action is based on real experiencing. That is what clinical trials do. They try to confirm the foundations that have been given as valid. To do so they need to be based on secure knowledge to allow learning in the field the knowledge is being acquired.

This process needs to be recycled until the foundations are secure. This is what adaptive clinical trials are about.

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Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,500 researches in complexity science, developed since 1976 until September 2010,  applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

Simple thinking is the key for business growth

Simple thinking in decision making can be described as integrating the necessary mental amplitude and depth of thought in order to focus on solving a problem. Having sound knowledge of a reality is a precondition for simple thinking.

unicist-ontology-simple-thinkingSimple thinking implies focusing on a solution and not being concerned about a problem.

It requires having assumed the responsibility of solving a problem.

Easy thinking implies using pre-concepts to make decisions. In this case “the answers precede the questions”.

Complicated thinking happens when individuals cannot apprehend a reality because they do not have the necessary mental amplitude, depth of thought and focus.

In this case they make a complicated rational construction or an oversimplification to avoid responsibilities.

When facing uncertainty an individual cannot begin thinking in a simple way. Simple thinking will allow her/him to solve the problem after having learned about that reality. Simple thinking can only be developed by those who have conscious experiences in a field. Benchmarking is a simple thinking process or an easy fallacious solution.

Successful benchmarking requires having experienced the homologous and analogous activities that are being benchmarked.

Simple thinking is the key for business strategies. Maximal strategies, which happen beyond the limits of the actual business, require simple approaches.

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