Intelligent Systems


Wisdom vs. Erudition: Wisdom is a pathway with many masters

The extreme confrontation of erudition with wisdom (but not vice versa) has been discovered in the research developed during more than 10 years in the field of Talent Development. The research was led by Peter Belohlavek.

Wisdom can be defined as the capacity of an individual to integrate idealism and realism with value adding actions. 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. What is the difference between Wisdom and Erudition?

Wisdom

Wisdom is a state that requires focusing on specific aspects of reality using questions to apprehend their nature, having the necessary conscious knowledge of the environment in order to generate value.

Wisdom cannot be overcome because the nature of some aspect of reality has been apprehended and can be managed.

But it has to be considered that wise people do not consider competing with others to have a place in the world. They earned it and have it. That is why they remain masters in the field they are wise.

Erudition

Erudition is an addiction that drives people to build a parallel hypothetical reality where they consider themselves wise. It is a frequent addiction of rationally gifted individuals.

They are driven by envy which makes them accumulate data they use to judge the originators of the data while they try to demonstrate to others that they are wise.

This allows them confronting with others in their hypothetical reality to feel that their judgments make them wise.

They need to manipulate in order to make their hypothetical reality prevail over actual facts.

Opinators: The pseudo-erudites

Opinators are individuals whose goal is to impose their opinions in their area of influence in order to obtain full recognition for their personal opinions.

OpinatorsThey use their pre-concepts to deal with reality and blame others for all what becomes dysfunctional when failure follows their groundless opinions.

Erudites are their implicit role model, although they do not have the energy to acquire the knowledge in order to have the rational information.

They suffer from innovation blindness, therefore they disregard any information that endangers the validity of their pre-concepts.

Opinators are fundamentalists in their field of influence who install “suspicion and doubt” on any action that endangers their subjective dominant position. When they are very smart, they are notorious manipulators.

Conclusions

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

Unicist  Press Committee 

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/talents/wp-content/uploads/2015/03/turi.pdf


Pleasure is what makes adaptive learning processes possible

In order to be able to learn new skills in the field of adaptive behavior it is necessary that the learning process be sustained by the pleasure obtained from using these skills.

The expectancy of a new pleasant experience and its confirmation during the learning processes is the driver for the learning of new adaptive skills.

The unicist object driven learning process design allowed developing a technology that allows integrating the use of a focused discipline and the achievement of results to provide a pleasant learning experience to the participants. The unicist learning objects are the core of this technology.

Without the expectancy of a new pleasant experience and its confirmation during the learning processes there is no possibility of learning new adaptive skills.

Frequently, adults consider that they know how to learn new skills based on the learning experiences they had in life. This is a fallacy that drives to avoid learning, by transforming the new skills into known fields, eliminating all what is new and adding what is needed to fit into the preexisting knowledge.

That is why the design of adaptive learning processes requires following the natural taxonomic steps that correspond to the subject that is being learned. As it is a field in which the participants have no knowledge, the learners need to have the discipline of following the steps established by the teaching authority.

There are two unpleasant aspects of these learning processes:

1) The learning of the foundations of the new skills in order to be able to integrate them in the long term memory.

2) The exercises to introduce new habits that are necessarily included in the learning processes.

1) New foundations require understanding aspects that are new and do not correspond to the rationality the learner uses to deal with the adaptive aspects of reality. This is painful because it requires leaving convictions aside and building a new structured knowledge of reality.

2) Exercising, which is a necessary aspect of any learning process, is the unpleasant aspect of learning processes. Participants need to develop the exercises which are necessary to introduce new habits knowing that when there is no pain there is no gain, because the individuals have to expand their mental boundaries.

People who avoid the learning of foundations and the exercising cannot learn.

That is why the learning of adaptive skills requires following a “brick by brick” process that allows having a pleasant experience with each brick and a full experience when the bricks are integrated into a building. A metaphor will provide the necessary idea of how this process needs to be built:

http://www.unicist.net/partners-news/unicist-riddles-honoring-bricks/

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.
http://www.unicist.org/repo/#Unicist


Personal-role objects building in adaptive environments

Personal roles work as objects in adaptive environments because they allow integrating groups knowing the functionality of each member which permits building synergy and establishing driving, inhibiting and entropy inhibiting functions.

Personal-Role Object

The acknowledgement of these roles also allows adding external functions to the group to provide catalyzing and gravitational functions to accelerate actions and ensure their consistency.

Only people who accept that their value is in the role they play in a work process are able to design object driven organizations.

People who just develop their work by executing tasks can use objects as part of their work process but cannot lead these processes.

A personal-role object is a composite object, integrated by multiple objects that sustain the role. It has to be considered that objects are adaptive systems that have a concept, an adding value active function and a quality assuring energy conservation function.

These multiple objects are integrated in four functions:

  1. Objects to provide transparency
  2. Objects to provide the necessary “dressing”
  3. Objects to demonstrate the deeds
  4. Objects to demonstrate the utility

A personal role identifies the functional identity that an individual has and that the environment expects s/he will fulfill.

The personal role becomes an object when an individual truly assumed the full responsibility of what is expected in an adaptive environment.

The personal-role of individuals considered as an object is what makes them part of an adaptive environment.

Over-adaptive environments do not accept the existence of roles.  They transform the functionality of an individual’s role into subjectivism and duties that are managed by the manipulation of illusions, fears and guilt.

Individuals have multiple roles depending on the environment in which they act. From this point of view an individual who is alone and has no contact with the external environment, has no personal role. The integration with the environment is what makes the personal roles exist as objects.

Every object has a level of energy that defines its critical mass. This energy is defined by the functional aesthetics of the role’s added value, the personal influence an individual has and the credibility of the value proposal.

Diana Belohlavek

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


Using foundations to empower conscious adaptive decisions

The objective of the Unicist 5 Why Method is to install an approach to foster conscious decision in adaptive environments. It uses the development of foundations to foster conscious adaptive decisions.

Pyramid Five WhyIt is based on “positive thinking” that implies solution thinking and using the conjunction “and” to integrate the different aspects that allow emulating the concept of what is being done while apprehending its double dialectical logic.

This method is a step by step process that empowers the capacity of focusing on solutions and catalyzes the evolution of the ethical intelligence. Depending on the individual, this process might demand months or years.

But the unique cost is investing a couple of minutes defining the foundations of a decision. The benefits depend on the discipline of making the exercises.

The 5 Why Method describes the foundations (Why) of actions. It does not deal with their justifications (What for).

The method is based on answering 5 questions on the groundings of the decisions:

1)      Why does it work?
2)      Why is the solution functional?
3)      Why will the results be produced?
4)      Why will it be adaptive?
5)      Why will it work considering the context?

This method fosters the freedom of individuals. That is why it is self-administrated and cannot include coaching or support. The exchange with colleagues is what allows having support without including authoritative roles.

Diego Belohlavek

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


Personal freedom requires dealing with Problematic Learning

Thematic approach vs. Problematic approach

Teaching vs LearningThe teaching approach, based on previous theoretical knowledge, necessarily leads to actions where the thematic approach precedes the problematic application.

This approach is functional to simple problems solutions.

When we are fostering talent empowerment, solving problems with complex components, the thematic approach is less functional than the approach “problem – theme – problem”.

“Focus” is vital for complex problems solutions. Learning fosters focusing on problems. The process begins and ends working with a problem and measuring the results.

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in using a logical approach to deal with evolution and became a private global decentralized world-class research organization in the field of human adaptive systems.  http://www.unicist.org


The Unicist Logical Foundations of Jean Piaget’s Theory

Adaptation, accommodation and assimilation were terms used by Jean Piaget to define the learning process. It has been sustained that the adaptation process, which is the final goal of human intelligence, follows two complementary processes: accommodation and assimilation.

The unicist approach has been using these concepts since the eighties considering them as a neural entity individuals have to approach learning processes. Therefore they have, as any entity, a purpose, and active function and an energy conservation function.

The purpose of this entity is to adapt to the environment, because this is the purpose of any healthy human being.

The active function is given by the accommodation process, that is the process in which the mind has to accommodate itself to the evidence with which it is being confronted.

This process is extremely energy consuming because it demands moving internal structures to find a way to adapt to the external environment. The accommodation process is supplementary to the adaptation process meaning that it is redundant but having a superior solution to adapt to the environment.

The changes proposed by the accommodation process are limited by the assimilation process. The assimilation process is the energy conservation function that allows adapting to the environment. The assimilation process consists in the integration of the external environment in the mind without changing the concepts the individual has.

Assimilation and adaptation are complementary which means that the assimilation provides the information that is needed to adapt to the environment.

Adaptation, accommodation and assimilation define the essential structure of a learning process which is nonexistent if individuals cannot adapt to the environment because they need to over-adapt to it. Over-adaptation implies a submissive, dominant or oppositional attitude towards the environment.

Conclusion

There exists no complementation between the accommodation and the assimilation processes. They are integrated by the adaptation process. That is why when adaption does not exist there is no possibility that an individual learns.

Peter 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


Research on People with Attention Disorder in Businesses

A research on adults having an ADHD condition was developed to define their possibilities to evolve in the business world.

“Professor Michael Fitzgerald, MD, of Dublin’s Trinity College, has examined the lives of notable achievers including Thomas Edison, Kurt Cobain, Oscar Wilde, Lord Byron, Jules Verne, Che Guevara, James Dean, Clark Gable, Pablo Picasso, Mark Twain and Sir Walter Raleigh. Based on his research, the professor believes all these high achievers had or displayed symptoms of ADHD.

People with ADHD have symptoms of inattentiveness, but they often also have a capacity to hyper-focus on a narrow area that is of particular interest to them. Clearly ADHD is not a guarantee of genius, but the focused work rate that it produces may enable creative genius to flourish.”

Three groups participated in the research which was based on the following hypotheses:

The limit between ADHD and focusing problems is an unknown field.

The capacity of focusing is driven by ethical intelligence which allows using the adequate brain waves to define and sustain a focus on a specific aspect of reality.

This condition is extremely functional when it is focused on the use of their core functional intelligence. https://www.unicist.org/talents/wp-content/uploads/2012/07/ontointelligence_en.pdf

The condition to expand their possibility of focusing depends on the expansion of their area of interest having the necessary functional intelligence to do so.

Being adults they have great difficulties to enter a new field starting a new learning process if it is beyond their hyper-focus area.

When the syndrome is installed the person rejects any stimulus that fosters the expansion of their present focusing area. They distrust the process and the people who manage it.

They function in an adapted way in their field of hyper-focus and are over-adapted in the rest of the fields of their activity.

They are extremely successful when their functional intelligence is adapted to a specific reality and they have a value adding ethical intelligence.

The groups included:

A)    3 Participants with hypothetical ADHD disorder.

B)    3 Participants with focusing problems.

C)    3 Participants with no focusing problems.

The stimuli provided were centered on dealing with the adaptive aspects of business and the tasks to be developed were:

Understanding the foundations of the unicist approach.

Understanding the homology between unicist business residencies and medical residencies.

Developing a learning contract to start with a learning program on the unicist approach.

These hypotheses have been provisionally validated and we invite non-profit research organizations to access the conclusions if they want to continue with the research. Please contact Peter Belohlavek at The Unicist Research Institute who personally developed the research.

Press Committee

Access the content of the book “The Unicist Ontology of Ethical Intelligence” at the Unicist Library:
http://www.unicist.com/books-pages/en/onto_ethical_intelligence_en14.php

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. 
https://www.unicist.org/talents/wp-content/uploads/2012/07/turi.pdf


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.

Access a Free Trial of the unicist standard contained in the Unicist Standard Search Engine: http://www.unicist.com/

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

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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Unicist Object Driven Organization: Upgrading Human Quality

The use of Unicist Business Objects is only possible for those who are willing to assume the full responsibility for producing results.

All those who do not need or want to assume full responsibility for results feel endangered by using objects because they “substitute” them in their minds. Although this is objectively false, people who just consider their responsibility for being a “mean” in a process, need to avoid the use of objects.

This can be done using an infinite variety of “tricks”: denial, modification, destruction, criticism,” yes, but”, etc.

The use of Unicist Business Objects transforms their users in the “Generals” of their activity, using the objects as their “Soldiers”.

The use of objects is extremely powerful, cheap and effective if an individual needs to produce results. It transforms businesses in simple effective processes driven by objects.

This is what the Unicist Standard is about.

Access the unicist standard contained in the Unicist Business Search Engine:
http://www.unicist.com/

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

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.

Unicist Strategy

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Benchmarking Unilever: Unicist Object Driven Leadership

Unilever is a world leader that manages leadership based on an institutional approach. The nature of leadership defines how organizations integrate hardware, software and peopleware.

The Unicist Standard in leadership deals with Object Driven Leadership that allows leading without needing to exert power but in extreme chaotic situations.

The key is integrating the authority of the leader with an adequate participation within a context of power.

But the question here is:  Which are the fundamentals of leadership?

You can find the information on the nature of leadership presented by Unilever’s Global Head of HR, Sandy Ogg, who reflects on the recent changes and directions at Unilever and the role of HR and Leadership: http://www.youtube.com/watch?v=fMcHnabCNXo

In two weeks you will find a response to the fundamentals of leadership on this blog.

Access the unicist standard contained in the Unicist Business Search Engine:
http://www.unicist.com/

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

Diana Belohlavek
VP Unicist Knowledge Bank

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.

Unicist Strategy

If you would like to receive monthly information on this blog, please register here.

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