Conceptual Management


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The management of adaptive aspects of business, where the feedback defines the actions that need to be done, requires managing the concepts of the functions that are being managed. A concept is defined by the integration of a purpose, an active function, which generates entropy, and an energy conservation function that sustains the achievement of the purpose.

Unicist Conceptual Management

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This research was led by Peter Belohlavek at The Unicist Research Institute.

When the concepts of a dynamic adaptive system are unknown, the functionality of such system becomes subject dependent and the system tends towards chaos.

It needs to be clarified that concepts are cross-cultural and timeless. They exist as long as the function they describe exists. They are homologous to stem cells because they allow the development of multiple roles and actions to fulfill their purpose.

Conceptual knowledge is not deterministic; it defines the possibilities of a role or function that allow the development of alternative actions within the limits of the concept.

The knowledge of the concept that underlies a business role or a business function provides the essential structure that allows designing the necessary roles to fulfill its purpose.

Adaptiveness, which means being able to adapt based on the interaction with an environment, requires managing the concept of the role or function. Concepts are discovered acting in the real world; they are not based on imagination.

That is why a concept is known when both the essential structure and the operational actions are managed. A conceptual knowledge bank accelerates this discovery because it only needs to be rediscovered based on the guidance of its ontogenetic map.

Wisdom is naturally associated with conceptual knowledge. When a concept is known, the individual has achieved wisdom in a specific field.

Learn more about Unicist Conceptualization at: http://www.unicist.org/repo/#Management

Working with the wisdom of people

This synthesis is a foundation and justification of why, when dealing with strategic or conceptual aspects of work, it is necessary to work with the wisdom those that are participating have in order to upgrade solutions to generate value. Everyone has some aspect in which s/he is wise, and this wisdom generates the context in which her/his behavior is adaptive.

Unicist Ontology of Doers

Everyone has some aspect in which s/he is wise, and this wisdom generates the context in which her/his behavior is adaptive.

Almost 40 years ago I had the opportunity to develop an organizational process in a midsize organization which drove me to meet the people who drove the operation of their open salt mine.

These people demonstrated, without needing to demonstrate, that their leaders, even though they had hardly completed their elementary school, had the wisdom that is reserved for the “chosen ones”. 

It was an extremely productive work, which was just the demonstration that there is no necessary relation between scholarship and wisdom. Scholarship might provide erudition, but wisdom needs to be earned step by step and brick by brick.

I never forgot this experience, which led me to the decision to always work with the wise part every individual has when dealing with the conceptual or strategic aspects of businesses. (Peter Belohlavek)

Wisdom is a pathway with many masters

Wisdom can be defined as the capacity of an individual to integrate idealism and realism with value adding actions.

The Path towards Wisdom

Achieving wisdom cannot be a goal for a wise person; wisdom is the consequence of the action of an individual but does not cause it. It is unwise to try to achieve wisdom.

The characteristic of individuals who achieved wisdom is that they had multiple masters that had an authoritative role in their lives. These roles are still in force and they still admire them.

Admiration and functional envy are the concepts that allow achieving wisdom. Individuals who admire others’ achievements and deeds have the opportunity to achieve wisdom, but only if they pursue the objective of adding value in an environment. Functional envy drives individuals to achieve goals.

Individuals with conflictive relations with authority can never achieve wisdom. They might be extremely erudite, extremely hard workers but they will never be able to integrate idealism and realism with a value adding attitude in their environment.

The apparent paradox of wisdom is the need of multiple masters. It is said that disciples are those learners who overcome their masters. But wisdom, defined as the space where an individual has been able to integrate idealism and realism with value adding actions, cannot be overcome.

Competing with a master in a field where s/he is wise is a demonstration of the prevalence of the need to gain over the need to add value. Multiple masters make wisdom accessible.

Erudition is not analogous to wisdom; it might be different or a fallacious “version” of wisdom. Wisdom implies action while erudition does not.

Achieving wisdom cannot be a goal for a wise person; wisdom is the consequence of the action of an individual but does not cause it. It is unwise to try to achieve wisdom.

That is why wisdom is a pathway with multiple masters. Masters are ordinary or extraordinary people who have achieved wisdom in some field. Look for them while you continue adding value.

To achieve it you need to abandon your modesty and expand your humbleness.  Wise people do not need to be right, just functional.