Unicist Strategy


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Discovery of the Nature of Interpersonal Communication

Communication implies establishing a code to relate with others within a particular environment. From an essential point of view, the purpose of communication is either functional to work or functional to pastime.

Communication Concept

On the one hand, we define work as the human activity carried out to generate added value and gain the corresponding counterpart. On the other hand, the objective of pastime is to obtain emotional benefits and generate pleasant transactions using the communication as the vehicle. The unicist ontological structure of interpersonal communication includes:

  1. An adaptation process to generate added value to the environment and obtain the counterpart.
  2. A process of introjective empathy. The individual that is communicating introjects the object of communication in order to apprehend reality.
  3. A process of influential sympathy. This requires individuals to “vibrate” syntonized with the environment they are communicating with. Having influential sympathy requires influencing the syntonic “vibration” with the environment to ensure the possibility to share experiences with others.
  4. A participation process. When pastime is the goal, participation processes have to be the implicit purpose of communication.
  5. A projective empathic process, which is the starting point of any communication. Communication begins with the projection of ourselves we make on the external reality.
  6. A process of emotive sympathy, in which both sides discover they might share the same emotions.

The change of languages

Adolescents promote the change of languages. Thus they build a parallel world to fit in. A cultural nucleus is strong when it neutralized most of the changes promoted by adolescents. A cultural nucleus is weak when adults copy the language of adolescents. In this sense, the behavior of elites defines the strengths or weakness of a culture.

Peter 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.
https://www.unicist.org/talents/wp-content/uploads/2014/08/turi.pdf


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


In life do you focus on finding answers or questions?

Focusing on answers is adequate to deal within the boundaries you manage. But if you want to expand your activities and grow you need to find the questions that are needed.

No one will teach you how to do this, there are no recipes. You need to learn it.

But “Teaching vs. Learning” is a fallacious option. While teaching provides a secure environment for individuals, learning, on the other hand, is based on the internal freedom of individuals.

The model “theory – practice” is the natural model for teaching. The unicist path “action-thought / reflection – action” is the natural approach to learning.

The 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.

“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.

If you are interested in thematic learning you need to find the answers a specific approach provides. If you are trying to solve problems you need to find the questions that drive you towards the solution.

Access a synthesis on the “Discovery of the Unicist Ontology of Human Learning” that is available at the Scientific Dissemination Program. You will find there other syntheses that might be of your interest: https://www.unicist.org/talents/wp-content/uploads/2012/12/ontology_learning_en.pdf

Diana Belohlavek

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. http://www.unicist.org


Unicist Thinking: Apprehending the Nature of Leadership

This is just an example to explain how to emulate a given reality in mind using the unicist thinking capacity in order to apprehend its nature.

The unicist ontology of leadership describes the nature of leadership in order to be able to use the adequate leadership for any situation.

Understanding the nature of leadership is basic to find the natural place to develop one’s activities. It also helps to understand how to influence people and how to respond to the influence of others.

The basics of leadership

Leadership is based on the need to sustain one’s authority. The participation of others is a condition of leadership. A leader is such because s/he is followed.

Therefore, in terms of the unicist logic, participation is the active function of leadership and the energy conservation function is given by the power a leader has to impose her/his authority. But this is a sort of paradox.

The energy conservation function is given by the power the individual “does not use”. If the power is used it consumes energy and, in fact, a double amount of energy, because:

  1. To impose something there is a need to exert power and consume energy.
  2. When power is exerted, authority is being lost, because it means that the authority of the individual has not been accepted. And in this case, an additional amount of energy must be invested to reconstruct the value of the authoritative role.

Participation poses another paradoxical dilemma:

  1. When the authority of the leader is extreme, for example a religious leader, the participation is not possible.
  2. When the participation is extreme, there is no possibility to accept an authoritative role.

Emulating Leadership in mind

The double dialectical thinking is what allows defining the concept of leadership. The construction is described in the following chart:

To make a valid emulation, the supplementation and complementation needs to be defined.

The preceding structure that defines the nature of leadership has been researched and you can find its abstract at:
https://www.unicist.org/talents/wp-content/uploads/2012/11/unicist_leadership_en.pdf

Unicist Press Committee

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. http://www.unicist.org


Peopleware: is the purpose of object driven management

Unicist Peopleware was developed to define a structure to integrate both hardware and software in work. It is universal although it appears focused on business processes. Human resources can be managed once the concept of peopleware, based on the nature of an organization, has been defined.

“Peopleware can be defined, in plain language, as the structure of attitudes that influence individuals’ activities.

Software can be observed because it establishes the interface of individuals with an activity.

Hardware can be perceived because the evident appearances of hardware can be observed but its functionality can be perceived through the possibilities it offers to software.

But peopleware is the deepest aspect of human activity and can only be intuited and validated using destructive and non-destructive pilot tests.

Peopleware defines attitudes. Therefore it deals with the deepest approach to individual behavior that deals with the human capacity of apprehending nature.

This implies entering the field of the ontology of human behavior, the natural organization, the laws of organizational equilibrium and the apprehension of objects that emulate the organization of nature.

Organizational equilibrium is the purpose of peopleware. It has to be considered that organizational equilibrium needs to vary depending on the cycle of a business.

When growth becomes necessary, centrifugal forces need to prevail. But centripetal forces need to prevail when profit improvement needs to be achieved.”

Access the content of the book “Peopleware: the integrator of hardware and software” at the Unicist Library: http://www.unicist.com/books-pages/en/unicist_peopleware3s.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/2012/05/turi.pdf


Marathoner or 100-meter sprinter in Business?

In Sports as well as in Business, competition challenges our capacity of reaction. That’s why focusing on choosing the right competitions for which we are best prepared is basic for our competitive advantage.

If you are a “long-distance runner” in business, this means profiting from your endurance capacity and complementing to solve your urgent conjunctural problems. On the other extreme, if you are “explosive” in your reactions, seizing your talent means taking advantage of your speed and strength in taking opportunities and complementing so that your actions are consistent in the long run. Seizing one’s talent implies identifying and training the strength and complementing one’s weakness. Then, as it’s been said by a famous athlete: “The more I train, the luckier I get”.

The way your muscles are contracted at the time of making an effort, using predominantly slow or fast fiber muscles, defines your predisposition to long-distance races (endurance) or short-distance races (speed). Even though everybody has both types of muscle fibers, recognizing the natural talent that is predominant is the key to seize that talent.

Which types of fibers do you predominantly use: slow twitch or fast twitch fibers?

Slow or Fast twitch fibers?

This distinction seems to influence how muscles respond to training and physical activity. Each fiber type is unique in its ability to contract in a certain way. A marathon runner uses predominantly slow switch fibers, while a 100-meter sprinter puts his fast twitch fibers to test in his competition.

Slow twitch fibers are more efficient at using oxygen to generate more fuel for continuous, extended muscle contraction over a long period of time. They fire more slowly than fast twitch fibers and can go for a long time before they fatigue.

Fast twitch fibers, on the other hand, are much better at generating short bursts of strength or speed than slow twitch fibers. But they fatigue more quickly. They generally produce the same amount of force per contraction as slow muscles, but they are able to fire more rapidly. That’s why having more fast twitch fibers can be an asset to a sprinter since he needs to quickly generate a lot of force.

Maximal and Minimum Strategies: Power and Endurance

Those who use predominantly fast muscle fibers in an activity tend to be good at managing maximal strategies. They are fast at reacting to the environment and therefore generally good at seizing opportunities. Through their explosive reactions they seek to break new “records” or establish new breakthroughs.

When they do not succeed in complementing with structural actions that guarantee their minimal strategy, then the results of their efforts are merely incidental.
Under equilibrium conditions, they take threats as opportunities.

On the other hand, those that predominantly use slow muscle fibers tend to be good at managing minimum strategies, since they have a high level of endurance (resistance to fatigue) that makes them tolerate prolonged efforts.

When they are constant, they are “doers” whose deeds work with the precision of a “swiss watch”. They are predictable and use the less energy they can to achieve their objectives. They are good for building projects whose aim is to last over time.

When they are not complemented or do not seek to cross new barriers, their good management of the minimum strategy is turned against them and takes them to be stagnated.

Taking advantage of what one has is the first step for developing a competitive advantage. Knowing the natural predisposition for a discipline is, in business and in sports, crucial at the time of assessing results. It becomes evident that those that profit from what they have are the ones that can reach a higher goal. Then we come back to the beginning: “The more I train, the luckier I get.”

We invite you to be our guest at the Unicist Library to learn about “Unicist Business Architecture”: http://www.unicist.com

Diana Belohlavek
VP Global Markets
& Market Labs

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution, including the development of ontology based and business object driven solutions for businesses.


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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Learning from Procter & Gamble using the Unicist Standard

The notorious capacity of Procter & Gamble is given by the way it manages the social insertion of innovations.

We recommend watching the following two short presentations of Procter & Gamble at:

http://www.youtube.com/watch?v=ycMXZDybhlw

http://www.youtube.com/watch?v=x93YopVXJSM

Innovation is the basis for economic growth.  Essentially, countries, cultures, institutions, and individuals grow only in the fields where they are open to innovations.

The purpose of innovation is to overcome scarcity. That is why only people or cultures that have the will, find the way to overcome scarcity.  This is the cultural context that fosters innovation.

The driver of innovation is human creation. The word creation is used in the sense of recreation. Humans create based on the existing energy.

The maximal strategy of innovations drives towards the solution of a scarcity. Therefore innovative organizations have the perception that they add value to the environment. But this is only true if the minimum strategy is also fulfilled.

The minimum strategy implies inserting the innovations into the social capital of the environment. Social capital is defined by the strength of the bonds that integrate the members of a community.

Commercial innovations need to be only one step ahead of the habits of the environment. If they are more than one step ahead they fail, unless there is an extreme need and they are, implicitly, a “back to basics”.

In this field Procter & Gamble is a notorious benchmark.

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 Knowledge Management
& Communication

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 Procter & Gamble: Unicist Innovation

Procter & Gamble is a world leader in innovation. This allows learning from P&G how to manage innovation to make it successful in the markets.

The Unicist Standard includes a fundamental approach to deal with innovations that allows integrating fundamentals with technical analytical knowledge to produce successful innovations.

The question we are posing is: Which are the fundamentals of innovation?

You can find information on how Procter & Gamble deals with innovations presented by Robert Bob McDonald, COO of Procter & Gamble. There are two short presentations at:

http://www.youtube.com/watch?v=ycMXZDybhlw
http://www.youtube.com/watch?v=x93YopVXJSM

In one week you will find a response to the fundamentals of innovation 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.

Follow us on twitter