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Functionalist Approach

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Unicist Standard: The Past and the Future are not symmetric

Future can only be managed knowing the fundamentals that rule it. The Unicist Standard was developed to influence reality in order to make a “future” happen.

unicist-time-managementThe “future” (fundamentals) drives action and the “past” (technical analytical knowledge) sustains the energy conservation.

Maximal strategies are driven by the knowledge of fundamentals and minimum strategies are sustained by the technical analytical knowledge.

Future scenarios, diagnoses, strategies and business organization are typical activities that deal with the future. As past and future are not symmetric, a different result can only be achieved if the fundamentals are managed.

Fundamentals are, by definition, the functional description of the essences (the nature) of a specific reality and require an extreme effort of abstraction in order to “grasp” them.

This abstraction is what we call unicist reflection which is necessary to apprehend the nature of something. The core of the reflection process is the confirmation of the hypothetical fundamentals with the necessary “pilot tests” which are real actions in the environment.

The Unicist Standard implies managing the fundamentals of reality to influence the future and having the necessary technical-analytical knowledge to deal with the present based on the past.

It all begins with the knowledge of the fundamentals to find out if the desired future is possible. This is an extreme abstraction effort to deal with a non-symmetric solution.

Only those who need to influence the future in their environment need to deal with fundamental analysis. This is a precondition to manage the Unicist Standard.

Those who are used to working with the “benchmarks” of the past are threatened by this technology. They cannot deal with the innovation that is implicit in the future.

Businesses are built to provide materialistic welfare

Work is a basic condition in business. Work in business implies using force to produce a displacement that generates value. This is the economic power of businesses.

The Unicist Ontology of Human ResponabilityIt has to be considered that the economic power is basically individualistic oriented.

In the materialistic world the same “thing” cannot be shared.

Money is in my pocket or it is in your pocket. It cannot be in both places at the same time.

That is why the nature of the materialistic world is the dualism which naturally drives towards fostering activities based on individual initiatives.

Materialistic activities are naturally driven by individual responsibility.

This means that the institutions that develop materialistic activities need to understand and manage the individual needs of their members in order to be successful.

The Unicist Standard for Negotiation Strategies

There are three roles in business relations: people buy, sell or negotiate. The role of a negotiator is the most complex one because it is immersed in the management of conflicts.

The Unicist Negotiation Strategy implies dealing with the nature of negotiation processes using the unicist algorithm to define the different steps to be followed when negotiating.

It requires having made the necessary intelligence work to have the information to understand the counterparts and accepting that a confrontation is unavoidable when a negotiation fails.

It allows saving a lot of energy and time when developing negotiations.

Access a video on Unicist Negotiation Strategy by Peter Belohlavek:

Using value propositions to open ethical products sales

The characteristic of ethical products or services, such as medical practice, expert outsourcing, consulting and innovation, is that they cannot be sold, they need to be bought.

unicist-value-propositionsApproaching a possible buyer of ethical products/services requires awakening her/his attention with a value proposition that allows her/him to have the control of the situation.

This requires having the necessary information of the benefits of the solution proposed, which has to be necessarily differentiated, of the objective value to solve an objective problem, and of the subjective value which deals with the perception of the problem and the value of the solution.

Therefore, when a sales process of ethical products/services begins, what has to be done is the necessary “intelligence work” to have a complete picture of the needs and people involved.

The first communication, when awakening the interest of the prospects, needs to give the recipient a complete picture of the value proposition which, paradoxically, needs to be ambiguous in order to allow them to “develop their own solution” based on the proposal.

That is why ethical products cannot be sold. What needs to be done is to make a value proposition that includes:

1)    An ambiguous “what for”, so the prospect can deposit her/his needs in it.
2)    An evident “how” to make the benefits tangible.
3)    A “fuzzy” “what” to allow adapting the value proposed to the needs of the client.

After the value proposition has been posed it is necessary to continue building the relationship. Pre-diagnoses are a useful tool in this marketing process. They allow defining the possibilities of a business and at the same time they expand such possibilities.

The first step in “ethical products/services” selling is based on the final value proposition. This requires doing the necessary business intelligence.

Career Development: Personal Empowerment in Business

One of the core aspects to be considered when developing people is to understand how they approach work.

Unicist Fundamentals of Personal Roles at Work

There are people who work because they feel the vocation to work and there are people who work because they need to work.

The difference between both attitudes defines the roles individuals can assume at work.

Efficacy is defined as the integration of individuals’ identity with their roles, the identity with the task and the knowledge individuals have.

Roles are driven by what individuals want to be, what they do, how they need to appear and the power they need to exert.

Career development implies considering each person’s real driver at work. Doers are naturally vocation driven and followers are naturally need driven. Doers are focused on producing things and followers are focused on their needs.

Choosing the right people for the right jobs allows integrating them in an organization that empowers people while producing successful business.

While need driven work suffices in stable businesses, vocations need to prevail when growth is the goal.

Diana Belohlavek

Unicist strategy: Business growth has no shortcuts

The development of growth strategies requires dealing with the specific reality of the market based on its characteristics and following the steps to influence it.

Unicist Market ExpansionThe specific culture of a market is what defines the context to develop a strategy. This means that growth always implies respecting the habits of a market and presenting innovations that are attractive to them.

This means that successful innovations imply “change without changing”. Innovations need to be based on the culture to be accepted.  To do so it is necessary to find which segments of a culture are adequate for the proposal that is being made.

Once the segments are found and described it is necessary to confirm that the image of the business has the necessary attribute to work as a catalyst for the value proposition.

If the image does not have the value attributes it is necessary to develop the image until it works.

The marketing mix can be defined only after the image has the necessary energy to influence the market. After the marketing mix has proven its functionality the sales technique needs to be defined.

This process varies depending on the characteristics of the market. Massive products, functional products and ethical products require structurally different approaches.

This process needs to have pilot tests and recycling processes until the functionality of the strategy has been proven.

Shortcuts necessarily drive towards survival strategies.

Unicist Riddle: The Centipede

Many, many years ago a centipede, which lived in a forest, had unsolvable problems. His salary was insufficient to pay for the shoes he used. His life was empty. No cinema, no theatre, no vacations; nothing that required money to be bought.
The centipede searched for solutions all over the forest. He went from stone to stone, from tree to tree, from friend to friend. No solutions were found, just desperation.

Finally he met a friend who proposed him a solution. Why don’t you visit the owl? He is the senior consultant of the forest. He is wise and counsels everybody. He is really respected in the forest.

After thinking it over for some time, he decided to go. His situation was unbearable. No cinema, no anything. Surviving was the most he could do.
The great day came and with hope and joy he visited the owl and told him his story. The owl listened carefully and respectfully. Finally after reflecting on the centipede’s problem he proposed a solution.

“I have the solution for your problem,” said the owl. “Put on a pair of wings and fly”.
“Thank you!” replied the centipede. “I have finally found my way. Now I will be able to go to the cinema and to the theatre.  I will be able to live my life again.”
After leaving the owl’s room, the centipede thought, ‘how can I do that?”
Immediately he returned to owl’s office and asked him how to put on wings and fly.
With the same formality he had used before the owl replied.
“Look, the responsibility of a consultant is to propose ideas. Implementation is the client’s responsibility.”
The centipede did not just leave the room. He fled…..

He stayed alone for more than a month. His problem was harassing him. He saw no way out. His alternative was to commit suicide, but he could not find the courage to do so.

Some time after, while resting on a stone with his eyes looking nowhere, an ant saw his depressive look.
“What is wrong with you? Why are you sad? The day is nice, it is spring; what is your problem?” the ant asked.
The centipede felt the need to tell him his story. The ant listened carefully and suggested that he go talk with the eagle (*), the other counselor in the forest.
“No way! I do not want to talk with anybody again.” said the centipede.
“You have no choice”, replied the ant. “And please consider that it was very helpful in my case.”

Finally he decided to go. He was really scared.
The eagle had a penetrating sight that appeared extremely aggressive. The centipede began to tell him his sad history, but he could not finish. The eagle interrupted him.
“I have the solution for your problem”, said the eagle.
“I have seen this movie before” thought the centipede.
“Just use half of the shoes. Use one foot with a shoe and leave the next barefooted. Thus you will reduce the cost of the shoes you have to buy. After having this done for a month, please visit me again.”
He left the room limping. Toc, non-toc, toc, non-toc.
Finally he rebelled. He threw all the shoes away.
“No more!!!” He said, and began walking barefooted.

He had found his way. He didn’t use shoes anymore.
That is why, to this day, centipedes do not use shoes.
He never visited the eagle again. What for? His life was on its way. From time to time, when the eagle and the centipede met in the forest, they would smile at each other.

(*) Eagles and owls are deadly enemies in nature.

Excerpt from the book “Unicist Riddles” by Peter Belohlavek.

What are the groundings of the eagle’s proposal?
Why are eagles and owls deadly enemies in nature?

Riddles have many solutions. In the Far East, riddles are used to develop internal freedom and responsibility.

The coordination of Unicist “A” Groups to introduce changes

The leadership of Unicist Avant Garde Groups requires fostering extreme synergy among the members. It is based on three differentiated roles: the coordinator, the fallacy-shooter and the ombudsman/woman.

Unicist A groups leadership“A” Groups are the “institutionalized” way to introduce medium size changes in an organization. They are fully participative and democratic. Democracy in business implies that all the opinions have the power of their groundings.

Medium size changes are introduced to increase the level of security in work processes to empower an organization to increase the added value in their internal and external environment.

Changes are introduced through the operational modifications of work processes or in the business objects that are being used.

To ensure the success of an “A” Group its leadership has to fulfill the following objectives:

1) The Coordinator has to guide participants’ work and delivery. If participants have problems with their delivery the coordinator has to solve them somehow.
2) The Fallacy-shooter has to confirm the validity of the proposals. S/he has to ensure that the necessary knowledge to develop the work is available and also support her/his colleagues.
3) The ombudsman has to ensure the achievement of the value adding solutions for the internal/external clients of the group.

The external counselor is responsible for providing the necessary technologies, the democratic context for the group and for managing the structure of the change-project, providing the necessary alternatives to achieve the change that underlies the operational aspects of the activities.

The preparation period of an “A” Group demands between 2 weeks and 2 months until it has the concept of what is being done. Then the implementation process is very short.

Success, recognition and diplomas close the process of an “A” Group.

Syntony, harmony and melody in the evolution of businesses

The Unicist Standard deals with the evolution of businesses considering that it is necessary to produce a “change without changing”.

unicist organizational stabilityThis is not a paradox. It means that the effective changes in organizations have to happen without changing the nature of an organization. The nature of organizations doesn’t change, what can be changed is the way the nature of a business deals with the adaptive process in a market.

Organizations are stable when they have achieved an “organizational consonance”. This implies that their purposes are syntonic with the environment, their concepts are harmonic with the beliefs of their market and their actions are melodic, following their potential clients needs.

Organizations evolve when an organizational consonance doesn’t produce the necessary results for shareholders, stakeholders and the company itself. But the change has to happen within the limits of the natural harmony of the business.

In plain language: if there is an external need for change, produce it using the instruments you have and help people to learn the new melodies that need to be used.

Indignation: a natural feeling for high-potential physicians

A unicist ontological research on the prices physicians have to pay to become professors,  made with “eminencies in cardiology”, demonstrated that indignation was a natural price to be paid.

prices paid by physicians1The core characteristic of high-potential physicians is their need to preach by example. This attitude is driven by their professional and personal dignity.

Thus, they feel abused when they become part of a “massive” environment where the materialistic and subjective needs prevail in everyday action.

Their need to preach by example is taken by others as an opportunity to avoid assuming responsibilities, hiding behind this preaching by example and the shared fallacies of their activity.

The research showed that the difference between high-potential physicians and professors is that the latter accept the difference of their role from other’s and therefore feel no indignation when their activity is disregarded in an environment.

They consider that most of the systems in medical practice have been designed to sustain people who naturally do not preach by example. When they are young, they feel indignation, when they become mature, they consider this natural and necessary.