The expansion of high complexity medical practice requires using prestige objects that allow empowering the brand of an organization through the prestige of its participants.
It requires developing actions based on the existing and previous patients that confirm the predictability, reliability and respectability of the practice in order to constitute a reference value that works as an attractor for people.
It requires the integration of expertise objects, quality assurance objects, reliability objects and participation objects to open the organization to the patients.
The language of these objects requires using on the one hand patient’s language in order to establish a fluid communication and goodwill, but on the other hand it requires using medical language to establish an asymmetric complementation that allows building the necessary reference value that expands the activities.
This type of expansion requires the use of digital communication and digital objects.
Diana Belohlavek
NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
Medical efficacy implies that physicians need to work within the complexity of human biology. They work in the field of adaptive systems. This implies that their efficacy curve has to be functional to deal with low programmed activities. Protocols sustain this essentially low programmed activity.
Paradoxically, there is a widespread perception that EMR/EHR has a low added value for medical practice. This perception hinders the upgrade of medical practice.
But:
1) Is it that EMR and EHR have little added value or is it that they were designed as administrative systems? 2) Is it possible to transform administrative EMR and EHR into adaptive systems with administrative information? 3) How can the misuse of the transparency of the system be avoided?
These are some of the questions that can be solved using an object driven approach to healthcare.
The objects included in the EMR and EHR should emulate the problems physicians need to solve in their minds in medical practice. The basic objects are:
Diagnoses
Cures
Palliatives
Patients evolution
Prevention
Decision making
Knowledge bank
Objects driven EMR or EHR are such when they become a necessary part for physicians practice such as a golf stick is for the golfer or a racket is for a tennis player.
There have to be objects for exclusive private use with no access to anyone, such as the decision making alternatives a physician considers, and other objects that can be shared.
Administrative EMR or EHR can only be information reservoirs, legal defendants and control systems. The integration of object driven systems including adaptive objects with administrative functions is the conceptual answer to the problem. Basically, a new concept for interfaces is required.
Changing the interfaces is the first step to enter in the new stage where the computer is a natural part of the physician’s practice.
Diego Belohlavek
NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org
Adaptive systems are
systems that have been designed to interact with the external and internal
environment. To be able to organize by objects it is necessary to use both
adaptive and administrative systems to organize the work processes.
Adaptive systems are
necessary to expand the boundaries of work. Thus, continuous improvement,
customer relationship management and project management are paradigmatic cases
of adaptive systems in work processes.
Adaptive systems are
necessary to provide the maximal strategy based on their flexibility and
feedback capacity while administrative systems are necessary to establish a
secure operational and control activity.
The use of adaptive
systems in the company has been disregarded in the past because the control and
operational activities prevailed over the market growth and competition.
The Unicist Standard
provides the necessary structure to design adaptive systems where they are
needed.
This R&D book
begins with the description of the ontology of “Work as an Adaptive System”
followed by the description of the different types of organizations that deal
with work.
Then the context ofAdaptive Systems is being synthetically described in its components: ObjectDriven Management, Institutional Immune Systems and Object driven organization.Finally, you will access the Unicist Standard for theR&D of adaptive systems in order to establish the basic conditions todesign work, organizational and institutional processes.
Unicist Press Committee
NOTE: The Unicist Research Institute has been, since 1976, the pioneer in complexity science research to deal with adaptive entities and became a private global decentralized leading research organization in the field of adaptive systems and environments. It was one of the precursors of the Industry 4.0 concept
Unicist Contingency Rooms are organizational units that transform urgent problems into structural solutions. These units are basically organized as teams led by a person who is responsible for the Contingency Room.
When they begin their teamwork, the leadership includes the participation of a coordinator, who assumes the responsibility for doing what is needed to find the solutions for the problem that needs to be solved, an ombudsman to represent the needs of the client and a fallacy shooter who ensures that the group manages valid knowledge.
Their final purpose is to solve an urgent problem. Their maximal strategy is to develop the structural solutions while the minimum strategy is to solve the urgent problems.
The double dialectical actions that need to be developed at a contingency room begin by finding the necessary causes of problems in order to develop a structural solution while the second step is to find the triggering causes that generated the urgent problems in order to solve them.
It has to be considered that when a structural solution is found, the problem ceases to exist. Therefore, contingency rooms generate significant added value in their organizations because they ensure the concept of “today better than yesterday” measured in terms of results.
These contingency rooms use a complete set of resources to manage these solutions:
Conceptual Design Technology – To build the unified fields of the solutions and the layout of their architecture.
Continuous Improvement – Which includes the possibility of installing innovations to upgrade or renew processes.
Quality Assurance – Which requires introducing automated decisions to ensure the effectiveness of the processes.
Problem Solving & Diagnostics Methods – To provide a framework that simplifies the building of structural solutions.
Unicist Fishbone – To transform the conceptual design of a process into a manageable improvement process.
Unicist Project Manager – To design solutions for complex structural problems.
Unicist Library – To have a Knowledge Bank with the information of the concepts of business functions.
Avant Garde Groups – To build participative solutions for work processes using the knowledge and experience of the members of an organization.
Business Objects building Method – To build the necessary business objects to be inserted in the processes and integrated with roles and the necessary technologies in order to drive, catalyze or inhibit the entropy of processes.
Unicist contingency rooms are a tool for organizational learning and improvement. The organizations that use this approach transform crises into opportunities and problems into solutions.
This requires having an internal “Corporate University”, working as a solution factory, that provides the conceptual framework and the knowledge base for these activities together with the quality assurance for the solutions.
The main problem of contingency rooms is that they require using all the knowledge that is necessary and the main benefit is that it produces monetary results in the short and long run.
Diego Belohlavek
NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
The reach of one’s globalization is defined by the limit of the pronoun “WE”…
This is a synthesis of the trends developed at the Future Research Lab on the “Evolution of Healthcare in the US” led by Peter Belohlavek.
The objective of this research was to find the trends that underlie the healthcare business in the US and to develop the future scenario that arose based on the changes introduced in medical regulations and on the possibilities opened by the use of new technologies.
The 10-year trends can be synthesized in:
The trend towards expansive healthcare organizations
The trend towards patient centered management
The trend towards adaptive information technology solutions
The trend towards using semantic objects to segment
Introduction
Two structural changes happened in the United States:
1) The transparency of the use of electronic medical records established a new starting point for medical practice.
2) The concept of the Accountable Care Organizations and its analogical multiplication in medical practice introduced the concept of profiting from healthcare improvements.
This triggered the need of adaptiveness for healthcare organizations.
New technologies that made structural adaptiveness possible:
Adaptive Information Technology
Semantic objects to manage adaptiveness
The discovery of the human drivers of attitudes
Double dialectical logic to manage adaptiveness
The integration of the structural changes and the now available technologies is predictable based on the understanding of the power of the archetype of the US which naturally allows integrating ideals with businesses: www.unicistinstitute.net/blog/unicist-strategy-the-archetype-of-the-usa
If you are interested in learning about the unicist future research technologies that are used to develop future scenarios we recommend you to access: www.unicist.org/sdp.shtml
These Trends are a Back to Hippocrates in the XXI Century
Back to Hippocrates means going back to the natural role of medicine.
In the XXI century it implies the use of an object driven organization model integrating processes with objects in order to ensure results and optimize the use of energy.
The Value Adding Approach is basically driven by the development of a model based on the use of the rules of Patient Centered Management.
The operational objective is to maximize the value added to patients considered as clients.
It is a backward-chaining-thinking approach beginning with the value being added and ending with the process and objects that are needed.
The process is centered on patient orientation, added value assurance and result assurance.
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. http://www.unicist.org
The 10-year Global Future Scenario of Objects driven Virtual Collaboration, developed by the Future Research Lab of The Unicist Research Institute and led by Peter Belohlavek, defines the trend towards this type of work organization when some of the following conditions are given:
Extreme specialized solutions are needed
There is a need for time saving
There is a need for timing
Transparency of work processes
Reliability systems
Customer orientation
Quality assurance in work process
About Virtual Collaboration
The communication and IT technologies allowed making the next step in organizational design, integrating personal and virtual collaboration, organizing roles and using business objects, to maximize results and minimize costs.
This is a change in working habits that is extremely valuable to manage the adaptive aspects of businesses.
The virtual collaboration allows developing both internal and external work processes. The introduction of this technology needs to begin with the activity where the productivity increase is needed the most.
Marshall McLuhan said: “The Medium is the Message”. There is no doubt that virtual media are less powerful than in-person activities to build personal relationships. Therefore it is necessary to compensate this characteristic with an increase of functionality in the group dynamics.
Functionality is increased by using business objects (that introduce functional adaptive automation into the processes). The use of business objects driven work processes allows increasing the functionality of virtual collaboration processes and building a context of simplicity.
In order to achieve group synergy, it is required that the group follows a protocol that establishes the rules of actions and the distribution of credits for its members.
It has to be considered that the bond established between the members of a group is basic to provide a collaboration context that allows achieving synergy and thus increases the productivity.
The fundamentals of this bond are given by the complementation between the members, the functionality of each role and the personal link between the members.
The drivers of this trend are:
The use of virtual collaboration at a personal level on Internet
The massification of the use of Internet
The use of virtual collaboration by many leading organization such a: Shell, IBM, Deloitte, Google, Cisco, etc.
The new technologies that sustain this trend:
Cloud computing
Audio/Video-conferencing
Data-sharing
Desktop-sharing
Web-conferencing
Imaging technologies
Object Driven Organization
Adaptive IT Solutions
Client Centered Management
Where will Virtual Collaboration be installed as a standard within the next 10 years?
Subjectivism is the killer of Virtual Collaboration
Subjectivism at work is the prevalence of subjective, ungrounded opinions, which prevail over any foundations that can be installed by a counterpart. Subjectivism implies the need of using distortive perceptions, denial and fallacies to avoid dealing with the actual problems.
Subjectivism is necessarily driven by manipulation which necessarily requires an extreme use of emotional influence to avoid dealing with the functional aspects of reality.
Therefore virtual collaboration requires working in functional environments where the roles of individuals are recognized by the results they can produce and their capacity of teamwork. Subjectivists can use virtual communication but not virtual collaboration.
What is needed to deal with Virtual Collaboration?
There are three aspects of organizations that need to be considered when installing virtual collaboration as a standard:
Client Centered Management, to organize towards the satisfaction of customers and clients.
Object Driven Organization, to use objects and personal roles to introduce functional adaptiveness in the processes.
Adaptive IT solutions in order to provide a framework to sustain the efficacy of the participants.
1) Client Centered Management (CCM)
CCM is a management model that was developed to establish the rules for an optimum use of the company’s energy so as to satisfy its internal and external clients. When talking about the external client in the company we necessarily refer to the customer and the shareholder. CCM is a meta-model to provide result-assurance, client orientation and secure added value to an organization. It is the natural model to expand businesses.
CCM is a paradigmatic adaptive system integrated by multiple business objects.
The core objects are:
1) The Unicist Reliability System
2) The Unicist Scorecard
3) The Unicist Quality Assurance System
The principles that integrate the CCM meta-model are:
1. Divide the processes into client-supplier units
This division aims at determining which operating units have a clear “output” so as to be suppliers and which have a clear “input” so as to be considered clients.
2. Minimize intermediaries
This principle follows the natural concept of “the larger the number of intermediaries, the bigger the entropy”.
3. Services or products received are paid for
This principle makes the organization become more aware of costs and benefits and enables negotiating goals to obtain measurable and predictable results.
Maximal Strategy
4. Each client has only one supplier
The principle that each client has only one supplier defines the role of the supplier which drives towards a solution driven approach and not only a task driven approach.
5. First giving, then receiving
It implies that services are paid for once rendered and not during the rendering process or in advance. There can be grounded exceptions to this in the organization.
6. Delivered out of time is considered undelivered
In practice, it ends up in an incentive system for each delivery on time and a punishment system if the dispatch is made out of time.
Minimum Strategy
7. Every client may change his supplier
The organization’s success is given by its capacity to satisfy the clients’ needs. This obliges the organization to manage the unfulfilled situations a supplier may have.
8. He who needs claims
“He who needs claims” is a principle based on the KANBAN approach which is closely associated with the natural tendency of satisfying one’s own needs.
9. Each supplier counts on his client’s trust
One of the basic principles of any successful large company is having a high reliability level. Reliability and trust are “sine qua non” principles for CCM’s application.
2) The Object Driven Organization
The unicist organizational approach is based on emulating nature in organizations. An extremely effective organization can be developed integrating both structural aspects that sustain evolution and incidental aspects that allow dealing with conjunctures. Emulating nature implies integrating the abstract apprehension of reality with the concrete operational design.
A unicist object driven organization is a result driven model that, according to the predefined objectives, designs the necessary processes and uses and reuses business objects to produce the expected results.
The object driven organization requires having a high level of maturity in business. It can be defined as the organization of processes and the use of objects to achieve the objectives that have been established in a strategy.
An object driven organization implies the development of a maximal strategy that includes the design of processes based on taxonomic procedures to put them into action and also a shared vision that makes these processes consistent with the business.
The vision of the organization is the catalyst of the minimum strategy. If it does not achieve its threshold, it works as an inhibitor of the minimum strategy and destroys the organization. The minimum strategy is based on the use and reuse of objects within the context of methodic procedures to ensure their use and functionality. This is sustained by an action plan (a “to do” list) to guarantee the fulfillment of the minimum strategy.
The use of business objects structures the timing and synchronicity of business processes. It also provides the necessary acceleration to achieve the needed critical mass and the required speed to adapt to the environment.
Types of Business Objects
There are five business objects which are: the drivers, the entropy inhibitors, the inhibitors, the catalysts and the gravitational objects.
The first three ones belong to the process of a system while the catalysts are part of the restricted context and the gravitational objects belong to the wide context of a system.
Objects can be designed integrating these three functions as part of their functionality or they can exist as three different objects to provide the driving, inhibiting and entropy inhibiting functions in a process.
Catalysts and gravitational objects are not part of the system. If one integrates them into the system, these objects do not work as such and destroy the system’s functionality.
The use of business objects requires individuals who understand the business processes in order to use the objects and replace them when their functionality has been exceeded
Unicist Business Objects are provided for the following uses:
Driving Objects To drive processes
Catalyzing Objects To accelerate processes
Entropy Inhibiting Objects To inhibit the entropy of business processes
Inhibiting Objects To inhibit dysfunctional events in a business
Gravitational Objects To influence the results of processes
3) Adaptive IT Solutions
The available IT technologies made the development of adaptive systems meaningful. The objective of building adaptive systems is to integrate software, hardware and peopleware in adaptive work or business processes to assure the quality of the results produced.
The development of the adaptive IT technology became possible because of the discovery of the unicist laws of evolution, the object driven organization that emulates the organization of nature and the drivers of human behavior that allow designing the necessary peopleware.
Before the existence of adaptive systems, the solution was fully focused on the efficacy of individuals, which increased the responsibility of the person who was doing a job. This forced individuals to consider all the details of the feedback from the environment which increased the probability of errors.
The catalyst of an adaptive IT system is its capacity to learn from the feedback to improve its adaptive structural behavior. The entropy inhibitor of the system is given by its capacity to learn to ensure conjunctural adaptiveness.
Adaptiveness is based on the existence of drivers that make it possible. There are different levels of adaptiveness beginning with the most basic and ending with the most flexible. The levels of the adaptive drivers are the following:
There are analogical drivers that are based on the recognition of patterns.
There are rule based drivers that include the preexisting and add rules that correspond to the activity.
There are empirical drivers that include the preexisting and add empirical information obtained using mathematical models.
There are objects based drivers that include the preexisting and add concept based objects as intrinsic adaptive systems.
The integration of the adaptive aspects with the operational and administrative aspects is necessary in order to develop user oriented information systems.
The level of adaptiveness of a system has to be designed according to the characteristics of a work process. Administrative and operational systems can be transformed into adaptive systems by adding and integrating an adaptive interface.
Quality Assurance: The Unicist Standard
The Unicist Standard was developed to sustain the application of the Unicist Logical Approach to Adaptive Systems Architecture and to the building of Unicist Business Objects.
The researches developed at The Unicist Research Institute allowed managing the unified fields of human complex adaptive systems in a reasonable, understandable and provable way.
The discoveries of the ontogenetic intelligence of nature, the anthropological invariables and their evolution, the human ontointelligence and the double dialectical behavior made the research & development and management of adaptive systems possible.
The Unicist Standard defines the ontogenetic maps that have to be followed in an adaptive system in order to structure it and achieve the results that have been defined as possible.
Conclusion
Virtual collaboration is the natural way to organize when there is a need of expert knowledge. Nowadays expert knowledge can be integrated in most of the cases by using the IT technologies that allow sharing data and images.
The time saving and productivity increase is significant when the conditions for virtual collaboration are given. It allows providing full synchronicity with the needs of customers and clients.
But there are several requirements for virtual collaboration to be implemented:
Virtual collaboration needs transparency of work become part of the culture of an organization.
It needs reliability systems that monitor work processes.
It requires customer orientation that fosters fulfillment, synchronicity and reliability.
Personal roles need to be complemented by quality assurance processes to ensure results.
If you want to access more information about this study please contact n.i.brown@unicist.org
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. http://www.unicist.org
Patient Centered Management (PCM) is an organizational meta-model that allows empowering the work processes in healthcare institutions. It is homologous to Client Centered Management that is the natural model to guide work processes in businesses that was developed in the eighties.
On the one hand, it works as a conceptual action guide to design work processes and, on the other hand, it is the main catalyst for continuous improvement, change management and innovation management.
PCM is driven by patient orientation. The purpose of the model is to assure results, and includes a quality assurance system that sustains the value added.
The information technology that sustains the PCM implies the integration of the three concepts that underlie healthcare IT:
EMR, to sustain physicians’ activities
EHR, to deal with the diseases
EPR, to provide a safety environment for patients
Based on the functional and legal context, this integration works in a different way in each culture.
The PCM provides a conceptual structure of rules that makes an optimal integration of these IT solutions possible and introduces the concept of adaptive interfaces in order to ensure adapting to the feedback.
Meta-models require being extremely focused in order to avoid being perceived as meaningless. By definition they need to be ambiguous because they need to allow adapting to the specific operation of different environments.
Meta-models describe the natural structure of an activity. Therefore, they are cross-cultural, needing to establish the operational rules respecting the characteristics of the environment. These meta-models make the saying “design globally, operate locally” become real.
The specific PCM is mainly focused on satisfying the needs of the patients within an environment where all participants win. The purpose of the model is to establish the unified field of the therapeutics process, taking advantage of all the technologies available and minimizing the participation of different “health” providers to solve the patients’ problems.
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. http://www.unicist.org
The Unicist Business Process Model uses the model defined with the Unicist Business Modeler and transforms it into strategic actions and organizational design.
Thus the business process becomes defined and it is possible to introduce business objects and systems to install the necessary efficiency and foster the efficacy of the members of an organization.
The purpose is to transform the Unicist Business Model into operational procedures.
The active function is given by the definition of an adequate strategy that covers both the maximal and minimum strategies.
The energy conservation function is defined by the organizational design.
The unicist technology for Business Modeling allows modeling business concepts and transforms them into operational procedures.
The Unicist Business Modeler uses the Unicist Ontological Algorithms that have been researched and developed, the Unicist Standard Language and the Facts of an activity to define the necessary processes and objects to develop a business.
Diana Belohlavek
NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm. https://www.unicist.org/healthcare/wp-content/uploads/2015/08/turi.pdf
A couple of years ago Wyeth introduced a new R&D protocol in drug development. It was named “Learn & Confirm” and relies most heavily on biomarkers and pharmacogenomic approaches.
As part of Learn and Confirm, Wyeth drug-development teams were encouraged to examine each compound coming through the pipeline for ways that the company can employ a biomarker-based or pharmacogenomic approach that can help move it downstream.
This R&D Methodology was based on the research developed by Lewis B. Sheiner synthesized in the paper “Clinical Pharmacology and Therapeutics”
This methodology is naturally consistent with the unicist complexity research methodology. Therefore we working with CROs to expand this technology using the unicist healthcare cybernetic approach synthesized in the Unicist Cyberstation.
The function of stem cells in the human body is homologous to the function of concepts in the field of human actions. While stem cells can give rise to specialized cells and thus organs, essential concepts allow building unicist objects.
Unicist objects are adaptive systems that have a concept and generate added value within a quality assurance system to fulfill the purpose of the concept. Unicist objects are interdependent entities that integrate a complex adaptive system.
The knowledge of the essential concepts is basic to build unicist objects because these objects are the materialization of a concept.
Under certain conditions, organs can be transplanted and this is also the case of unicist objects that can be replicated as long as they belong to homologous and analogous entities.
Objects are inserted into processes to produce specific results. The same way stem cells have the potential capacity to give birth to human organs, concepts can give birth to objects to produce results.
The knowledge of the Unicist Theory allows using a double dialectical approach to reality to emulate the organization of nature using an object driven organization.
Nature is organized by objects which can be observed in the ecosystem. The human body is an example of the organization of nature, where organs are homologous to unicist objects. That is why the transplantation of organs became possible.
While the structure of the different organs of the body derives from the stem cells, the unicist objects derive from the essential function of an entity that is defined by its concept.
Properties of Stem Cells and Concepts
Stem Cells
Concepts
They are unspecialized
They are universal
They are capable of self-renewal
They are timeless
They can give rise to specialized cells
They allow building operational functions
Thus, stem cells and concepts are homologous. While essential concepts allow the construction of objects to insert into human adaptive processes, stem cells allow the building of organs that work as unicist objects to sustain the functionality of a complex adaptive system such as the human body.
Peter Belohlavek
NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm. http://www.unicist.org/repo/#Unicist
The expansion of high complexity medical practice requires using prestige objects that allow empowering the brand of an organization through the prestige of its participants.
