Monthly Archives: July 2011

The power of simplicity in business

Businesses are simple when businessmen/women have their business-model in their minds and their customers find the product or service they are seeking for.

Easy businesses are similar to simple businesses but they have no differentiated attributes for the seller.

Simple businesses expand and easy businesses become marginal.

Simple businesses imply that they are evidently possible, manageable with cause-effect actions and necessary.

The first step is to apprehend their possibility and then see if they are manageable. While management can be learned, apprehending the actual possibility is a precondition for learning.

But what is simple for someone is not simple for another one. Something is simple when it can be intuitively approached. It has to be considered that intuition includes the necessary knowledge to make something simple.

The Accountable Care Organization (ACO) business is simple but this simplicity needs to be materialized in a simple organization to become successful.

The unified field of the business, defined by its concept, needs to be known to make the business manageable to become simple. “Luck” is also a precondition. As a football player said: “The more I train, the luckier I get”.

Simplicity is the starting point and designing simple businesses is the goal. Unicist reflection, which is based on action, is the pathway from simplicity to simple ways of action.

The Unicist Ontology of Institutional Viruses

Institutions are entities with artificial life. As such their dysfunctionalities are produced by the people who participate in them. Therefore, it needs to be accepted that the viruses that are found in institutions have beneficiaries who profit from them.

The maximal strategies produce the most extremely aggressive viruses for organizations. They are driven by the prejudices individuals have that do not fit within the vision of an organization.

The minimum strategy produces less aggressive viruses and is driven by ignorance, which makes people unaware of what is happening, and by introducing “hypothetical” ideas that necessarily drive nowhere.

Paradoxically, the profit is not necessarily materialistic. Viruses are installed by individuals when their needs become extreme. Therefore, types of viruses introduced depend on the structural extreme needs individuals have when participating in business organizations.

We invite you to be our guest at the Unicist Library to learn about “Hyperrealism in Business”:

Diana Belohlavek
VP Global Markets
& Market Labs

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution, including the development of ontology based and business object driven solutions for businesses.

More than 4,000 ontological researches on adaptive systems

The research on the “unicist unified field of human complex adaptive systems”, with its 36 ontological entities, allowed overcoming the milestone of 4,000 ontological researches developed at The Unicist Research Institute.

This goal has been achieved 60 days before its deadline. Now it can be said that all the relevant aspects of individual, institutional and social evolution have been researched.

The discovery of the ontological structure of biological entities opened the field of apprehending the unified field of adaptive systems. The understanding of the dynamics of adaptive systems at an ontological level, such as businesses, allowed defining the possibilities of change and their probabilities of success.

The discovery of the structure of this adaptive process included as a final purpose the functionality of the adaptive system, aesthetics as the active function and ethical rules as the energy conservation function.  This changes the paradigms of future scenario and strategy building as well as the organizational design of adaptive systems.

This milestone triggers the launching of the Unicist Library for Businesses and the Unicist Library for Country Scenarios which was foreseen to occur in October. This launching will now happen on August 1, 2011.

Access or request a Unicist Tweetinar on this subject at:

Growth using the Principles of Organizational Equilibrium

Organizational equilibrium is defined by the values of organizations. A business strategy needs to end with an organizational design that basically has to integrate the business processes defining the centrifugal forces of the company in order to expand and the centripetal forces in order to generate profits and grow as an organization.

Organizational equilibrium is the integration of the equilibrium with the environment and the internal equilibrium of organizations.

The apparent paradox is given by the fact that actions are the energy conservation function for organizational equilibrium. Therefore it is implicit that inaction destroys organizational equilibrium and, if generalized, produces the destruction of an organization.

The driver of organizational equilibrium is the environmental adaptation that needs to be defined according to the stage and positioning of an organization.

When the organization needs to expand a centrifugal disequilibrium needs to be designed. When an organization needs to generate profits a centripetal disequilibrium needs to be defined.

These situations need to be designed and adequately complemented in order to ensure results.

Consequences of the use of organizational equilibrium:

1)    Organizational strategy is materialized in the design and management of the necessary organizational equilibrium.
2)    The generation of energy and its flow requires implicitly the existence of disequilibrium.
3)    Centrifugal and centripetal functions of organizations need to be integrated to generate organizational equilibrium.
4)    Start up organizations cannot start being equilibrated. Equilibration is the consequence of maturity.
5)    Involving organizations are naturally centripetal.
6)    Inaction destroys organizational equilibrium
7)    Growth requires generating centrifugal actions in the environment to generate the necessary added value to be able to develop a maximal strategy and having the funding of the shareholders to sustain these actions.
8)    ROI thinking is basic to be able to manage organizational equilibrium.
9)    Institutions need to manage organizational equilibrium. Short term projects do not need to be equilibrated.
10)    Entrepreneurial organizations need equilibrium if they have long term objectives.

Access or request a Unicist Tweetinar on this subject at:

Learn more about the trend of ontology based solutions for businesses:

Winning negotiations start with an authority conflict

The authority conflict is the starting point that defines successful negotiations. Without this conflict, the negotiation does not begin. Those that disregard the importance of this stage are always re-opening negotiations without being able to stabilize their roles in it.

The purpose of the negotiation context is to produce an evolution conflict that allows building a complementation.

The active function to produce this evolution conflict is the existence of an authority conflict that is necessary to define the “value” of the parts involved in a negotiation.

After the authoritative role of the parts has been accepted an involution conflict begins. In this involution conflict each part tries to prevail over the other one and finally, the evolution conflict solving is possible after the need to “degrade” the opponent has finished and both parts accept their mutual values.

The negotiating attitude is what allows starting a negotiation by facing an authority conflict, followed by the need to avoid the involution produced by an involution conflict and ending with the building of a complementation that is implicit in an evolution conflict.

To deal with the nature of negotiations it is necessary to clarify the nature of conflicts that underlies.

It can be said that there are four basic conflicts between humans:

1) Evolution conflicts: These are complementation conflicts that result from the mutual difference between the parts.
2) Involution conflicts: These are the conflicts that result from the supplementation of the colliding strengths between the parts.
3) Authority conflicts: They result from the need of the parts to prevail in some field.
4) Absence of conflict: This is the consequence of needing to avoid conflicts because their consequences cannot be faced.

When the purpose to be achieved in a negotiation is clear, the authority role has to be the first main concern so as to be able to play an authoritative role in the negotiation.

Access or request a Unicist Tweetinar on this subject at:

Learn more about the trend of ontology based solutions for businesses:

*Based on an excerpt from the book “Unicist Object Driven Negotiation” by Peter Belohlavek.