Change resistance


Energy Saving in Business Management

Work implies producing a displacement of something in the real world. Every displacement generates a friction that needs to be managed.

When two people are doing something in a working environment and one of them produces work and the other is inactive, the friction produced is extremely destructive.

It produces a paradoxical situation because:

1) There is an extreme conflict if the friction is not eliminated.
2) If the parts are “lubricated”, there will be no friction but the person who is inactive will continue doing nothing.
3) The inactive person needs to judge what the other part is doing because that judgment sustains her/his self-esteem.
4) Finally, the one who does the work ends up being judged by the one who cannot do it and the conflict escalates to the maximal level.

Apparent movement is worse than inaction

Inaction appears often hidden behind apparent actions that are done without having assumed the responsibility for producing results. These apparent actions are based on fallacious decisions that produce negative results because they generate costs without adding value.

In this case they do not produce friction; they directly produce an “explosion” of the situation or an “implosion” of the actions.

If this conflict is not faced the natural trend towards minimum energy consumption (*) and inaction will prevail, eliminating both apparent actions and real actions.

To deal with this problem the nature of doers has to be understood in order to avoid their quitting. Access a free e-book on the Nature of Doers http://unicist.org/deb_doers.php

(*) In a closed system, with constant external parameters and entropy, the internal energy will decrease and approach a minimum value at equilibrium.

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Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

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The unicist ontology of Innovation Blindness: The Talent killer

The development of unicist technologies and their implementation processes required the research of innovation blindness to develop strategies to avoid it.

Change blindness is a well known and experimented subject. The research was developed by different educational institutions: http://viscog.beckman.uiuc.edu/change/people.shtml

Innovation blindness is an unconscious response of individuals who do not perceive the proposed change, when the conditions to make use of it are not given.

The avoidance of energy consumption to introduce a new task in an individual’s brain is the functionality of innovation blindness.

Causes of innovation blindness

There are social and individual causes.

Social causes

1) When there are utopias implicit in the innovations that are out of reach for a group or society.
2) When the innovation does not respects the myths of a culture.
3) When the innovation disrespects the taboos of a culture.
4) When the innovation modifies the ethics of a culture.

Individual causes

1) When it modifies an individual’s habits.
2) When it modifies the ethics of an individual.
3) When the “functional recreation” by a user requires a level of knowledge the individual doesn’t have.
4) When the ego or the “business” of an individual is affected.
5) When an increase of responsibility of the user is required and s/he has no need to assume it.
6) When an increase of internal freedom of the individual is required.
7) When it stimulates guild or fear of the user.

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Request more information: n.i.brown@unicist.org

Your comments are welcome.

Diego  Belohlavek
Expert System Manager

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