Strategy


Installing an expansion-model in the Healthcare Industry

The expansion of businesses implies expanding their vital space. This requires having both a growth ethics and a growth ideology.

In order to grow, healthcare businesses need to have the capacity to expand the boundaries with a strong patient-orientation and need to be able to develop a competitive advantage that has to be perceived by the market.

Growth is based on an attitude, which is what appears on the surface of the integration of growth ethics and growth ideology.

Growth is an attitude that is perceived, in most of the cultures, as a taboo. Therefore, it needs to be justified with an additional value generation for the market and for the coming generations.

Installing an expansion-model requires a leader who represents this growth ethics and ideology and is able to transform them into operational procedures. This leader has to be strong because s/he has to overcome the opposition of the conservatives who will try to avoid the expansion of the business in order to sustain their comfort zone.


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: http://www.academic.unicist.org/unicist_tweetinars.shtml

Learn more about the trend of ontology based solutions for businesses: http://www.unicist.net/obs.shtml

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


Building and Sustaining Healthcare Business Positioning

The culture of a company defines its positioning in the market, and the work procedures of a business are the observable elements of that culture.

unicist process design2Business positioning defines who the peers of the company are and who should be the members of the organization.

The purpose of organizational cultural design is to ensure that the habits of the company are consistent with the market of the business. These habits are observable in the work procedures and are sustained by the beliefs of the members of the organization.

Cultural change is necessary when businesses extend their markets. The larger the markets are, the higher the level of programming of the work procedures of the businesses and the more adaptive they have to be.

The reliability of work processes has to be ensured when organizations expand their critical mass to influence the market. This increase of reliability implies that the expansion processes demand adjusting the procedures.

Adapting work procedures allows influencing the culture of an organization putting a higher level of work ethics into action.


Spirit de corps and synergy are based on reliability

Reliability is basic for teamwork and implies that people work back to back to solve complex problems. Reliability is a basic condition for spirit de corps building and therefore a precondition for institutionalization.

unicist-reliabilitySpartans behavior in war is a paradigmatic example of reliability.

It is a demonstration of its effectiveness and at the same time it shows the need of transcendent objectives for the group participants.

That is why it is a demonstration of the importance of reliability in institutionalization processes.

Reliability implies that people are available to develop value adding actions when they are needed.

It requires having assumed the responsibility of repairing the damages produced by the errors of individuals. This amendment has to cover both the objective and subjective aspects.

The catalyst and entropy inhibitor of reliability is the capacity of individuals to repair the damages produced to others who were affected by the lack of reliability.

Reliability allows growth and sustains institutionalization. It ensures the value added to external clients and the effectiveness of the organization. The implementation of reliability systems is basic to ensure business expansion and institutionalization.


Discovery of the Business Virus Type “A” and its cure

Unicist Business Virus Type AViruses are installed in organizations when the personal goals of their members prevail over the goals of the group in the case of entrepreneurs and of the mission and vision of institutions.

Viruses can be cured or palliated. When they are cured they strengthen the company and the immune system of the company.

We have identified two different types of viruses in companies: Business Virus Type “A” and Business Virus Type “B”.

Business Virus Type “A” of an Object Driven Organization

It is the virus that substitutes the purpose of a concept by a personal benefit from it.  In this case Peopleware is substituted by Personal Goals.

This generates the in-existence of the integration between software and hardware.

Virus type “A” produces anarchy or inaction within the organization and the need of an authoritarian leader to manage the conflicts produced.

This lowers productivity, quality and reliability and therefore the value generation is diminished.

Free access to the R&D e-book “Butterfly Companies and their cure” by Peter Belohlavek at: http://www.unicist.org/deb_bc.php


Reliability is the core of results oriented management

unicist results driven managementBusiness management has two possible roles: the role of being responsible for results or the role of being responsible for tasks.

As businesses need to behave as adaptive systems, it is necessary that all those who are in charge of business units assume the responsibility for results.

Results driven managers need to be basically reliable. They have to be reliable for the clients, the stakeholders and for the members of the organization.

To be reliable they need to have assumed the responsibility for results considering them possible and ensuring their achievement.

But reliability is shown in everyday actions. Only doers enjoy developing the necessary actions to achieve goals.

Therefore, results driven managers need to be reliable, having assumed the responsibility for results, and need to be doers in their field of action.