Peter Belohlavek


Time Management and Time Drivers

Time is defined as the part of the lifecycle elapsed between facts. It is considered a functional measurement of actions. Chronological time is a conventional factual measure of lifecycles. The same chronological time has different meanings according to the length of the lifecycle of the participants of an event.

Time DriversTime management is the human capacity to organize actions fulfilling external objective needs (external time) and respecting the universal time implicit in a specific scenario within the limits of the internal time of an individual.

Adapted individuals are those who are able to manage their internal time requirements to produce the external actions on time.

Universal time

It is the time driven by the evolution of a certain environment, its entropy and irreversibility. Understanding the universal time of an environment defines the external limits of time management. Universal time has to be respected and it defines the general taxonomy of actions.

External time

It is the time that defines when “things” have to be functional and working. External timing is the human capacity to influence reality when it is needed to make things happen. In an activity or working context the external time prevails over the internal time within the limits of the universal time. “Work” has to be done where and when it is needed.

Personal time

It is the time needed by an individual to get ready to make external timing work. Internal time depends on the capacity of individuals. It includes the time necessary to use the reactive and active intelligence to make decisions within the limits of their ontointelligence. Frustration’s elaboration speed is the main inhibitor of internal time management.

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/ucu-en/wp-content/uploads/2016/08/turi.pdf


The Unicist Logical Approach to Strategy to make Businesses Grow

The unicist logical approach to strategy is based on managing businesses as adaptive systems. It implies using the unicist logic to define the dynamic of a business including the restricted and wide scenario in order to forecast the natural evolution and what can be done to influence it.

Unicist Ontogenetic Map of StrategiesUnicist strategy is defined as the conscious action to influence an environment to achieve an objective. This objective implies growth. The procedure to develop a strategy is defined by the use of unicist logical tools based on the specific ontogenetic maps.

Therefore strategy implies being aware of the actual reality, understanding the implicit trends and knowing the threats and opportunities.

Conscious actions imply necessarily a trade-off. Individuals and institutions grow because they appropriate more energy than they deliver.

Therefore strategies are only successful in the long run when the procedure of strategies includes a solution to minimize the cost of the delivered value.

Strategies always include the following agents: the individual or organization, a “competitor” and a “client”. Competitors are those who are willing to occupy the same vital space. Clients are those who receive the added value one delivers. The client can be the whole environment as an entity or an individual.

Strategies include naturally two elements to adapt to reality: an active function to increase the vital space while adding value and an energy-conservation function to ensure the survival of the organization or individual.

Thus from an operational standpoint a strategy is basically defined by the integration of a maximal strategy and a minimum strategy to adapt to the environment.

Adaptation does not imply over-adaptation. Adaptation implies influencing the environment while being influenced by it.

Specific Strategy Building

Specific strategies are based on the input provided by the wide context scenarios and the restricted context scenarios.

These scenarios have to provide the information of the gravitational forces that influence the specific activity, the possibilities for developing them, the catalyst that may exist and the inhibitors that need to be avoided or accepted as limits for the strategy building.

Unicist Ontogenetic Map of Specific Strategy BuildingAn organization or individual is equilibrated when maximal strategies are being developed while minimum strategies are built to ensure the survival.

Maximal strategies are designed to expand the boundaries of an individual or organization, while minimum strategies happen within the boundaries of an organization.

That is why maximal strategies require dealing with uncertainty and risks and only a conscious knowledge of the unified field that integrates the wide context, the restricted context, the specific strategy and the architecture of the solution allows managing it.

To deal with maximal strategies it is necessary to have a high level of consciousness that allows dealing with backward-chaining thinking that allows envisioning the solution.

Backward-chaining thinking implies approaching a strategy with a hypothetical solution and beginning a falsification and validation process that allows building a final solution.

Minimum strategies are those that happen within the known boundaries of an individual’s or organization’s activity working in a context of certainty.

Therefore, in these types of strategies, only a medium level of consciousness is required. Minimum strategies are based on forward-chaining thinking that allows working step by step based on the known methods of a known field.

Segmentation of Strategies

Strategy BuildingThe four structural operational segments of strategies will be defined considering them as static. Each one of them develops a different type of strategy:

1) Surviving Strategies
2) Defensive Strategies
3) Dominant Strategies
4) Influential Strategies

These segments can be described in unicist standard language as follows:

1) Surviving Strategies

These are the strategies that aim to survive within the boundaries of an activity. They are based on a win-win approach that has to be managed as a zero sum strategy in order to avoid appropriating value from the environment. These strategies are natural for marginal activities developed by people who work at the “border” of their environment. The price they pay is that surviving activities have no critical mass that sustains them. Therefore they need to be continuously active in order to ensure survival. They need to work 24/7.

2) Defensive Strategies

They aim to defend the boundaries of their activity against true threats. They are based on establishing the necessary operational and control systems to defend the “borders” of their activity. They are power driven because they need to exert power in order to defend their activity. They are focused on paying the necessary prices to sustain their business. The prices they pay sustain their survival and at the same time hinder their expansion. They work necessarily with strict zero-sum low cost, self-sufficient activities because they cannot trust others to defend their business.

3) Dominant Strategies

Dominant strategies are based on the influence the individual or the organization has in an environment. They are focused on developing the necessary value propositions that can be sustained with their influence. They tend to impose functional monopolies that allow them to establish the standard for their activities in the environment. They need to invest a high level of energy in developing their influence through image building and the exclusion of the individual or organizational competitors that do not accept their standards. They work with value adding strategies in order to legitimate their dominance.

4) Influential Strategies

They are based on exerting influence by improving the value proposition of their competitors. They are based on having the necessary speed to be “faster” than the competitors which allows them winning in their environment. Their value propositions are innovative and they are successful when they have the necessary critical mass to influence the environment. They are innovation driven in order to exert the influence of a higher value proposal. They naturally build alliances in order to obtain the necessary influence for their value propositions.

Synthesis

Maximal strategies are based on adding value to the environment while winning in the specific environment they work in and are sustained by the power they have to influence the context.

Maximal strategies define two positions in the environment:

  1. On the one hand, maximal strategies are natural to leaders that exert a dominant position in the environment.
  2. On the other hand, they are natural to influential individuals or organizations.

Minimum strategies are based on developing win-win strategies and paying the prices necessary to survive.

Peter 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


Unicist Object Driven Business Strategy

The Unicist Strategic approach is based on the emulation of nature. The emulation of the organization of nature allowed discovering the DNA of organizations that is defined by the unicist ontogenetic maps of their functions and is materialized in the implementation of object driven business processes. These researches allowed developing the Unicist Object Driven Business Strategy.

Unicist Object Driven Business StrategyThe basics that sustain these developments were the discoveries of the Conceptual Economy, Conceptual Anthropology, Conceptual Psychology and the Unicist Logical Approach to Businesses.

Four types of objects were developed to manage business strategy.

  1. Commercial Objects
  2. Organizational Objects
  3. Adaptive IT Objects
  4. Learning Objects

1) Commercial Objects

They deal with the expansion of the boundaries of markets

2) Organizational Objects

They deal with productivity, quality and adaptive work processes.

3) Adaptive IT Objects

They deal with the information and communications processes.

4) Learning Objects

They deal with the adaptive behavior of individuals.

The object driven business strategies allow working in the field of what is possible to be achieved developing maximal strategies to expand boundaries and minimum strategies to profit.

Annex: Reality is driven by objects

Unicist ontology based technologies are materialized in objects that are installed within processes to produce optimized results.

Nature is organized by objects. It is these objects of nature that establish evolution’s point of reference. The appearance of new species, the disappearance of others, changes, evolution, and mutation of species are nothing but aspects of nature that may be approached today as of the Unicist Theory of Evolution which is based on the discovery of the Ontogenetic Intelligence of Nature.

For this approach to be economic, possible and certain as far as results go, it is necessary to have the appropriate knowledge. This knowledge may be either diffuse or structured in objects. When it is diffuse, it is permanently being scrutinized. When it is structured, it establishes cognitive landmarks that change as new operational knowledge is gained.

Humans use mental “pre-built” structures to approach reality. Object driven thinking is human’s natural approach to reality. Human mind approaches reality using cognitive objects.

A cognitive object is a structure that contains knowledge, an action procedure, the groundings of such object, and the opinion on which it is based.

When the conceptual knowledge of a given reality is reached we can structure cognitive objects that remain throughout the times and evolve slowly. The Unicist Theory of Evolution lays the necessary conceptual ground to construct stable and safe cognitive objects, which are required to forecast the reality whose knowledge they structure.

These cognitive objects allow the building of systemic, functional and operational objects to be installed within business processes. The cognitive objects also allow the adaptation process of objects to different non compatible environments.

The unicist approach is based on the use of object driven technologies.

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/ucu-en/wp-content/uploads/2015/07/turi.pdf


Enterprise archetypes drive the basics of business attitudes

Archetypes define the essential behavior of cultures. Enterprise archetypes define the standards of normality that are applicable in a business. Four archetypes have been discovered that guide the spontaneous behavior of the members of a business: Non-influential participants, influential participants, number 1 and innovators.

Archetypes of EnterprisesThe archetype of an enterprise  might have been defined by the founders of a company. If this is not the case it will follow the archetype of the segment of a culture where the company was created.

The archetype of a company needs to be consistent with the market it works with.

Institutionalized enterprises cannot belong to the segment of non-influential participants, because they need to have a transcendent strategy which requires having influence in the environment.

Description of the Archetypes:

Number 1

The number one business is the “owner” of the standard of the market with which others competitors compared themselves to. It is the one that sets the limits of negotiation and whose products/services have a high level of reliability that sustain its added value brand attributes and consistency in time. The number one develops its strategy based on its market dominance.

Number 2 / Innovator

The number two business is the innovator of the market. It is the one that seeks to set the new rules of the game in the market through innovation. It is the one that seeks to create new products discovering the unsatisfied needs of the market.

The number two develops its strategy based on the conquest of new markets. For this purpose, it develops an empty-space-occupation strategy that requires a previous weakening of the flank of the opponent/space to be occupied.

Influential Participant / Nr. 3

The number three of the market is the one that seeks for a place without trying to occupy the place of the number one or the number two in the market.

It seeks to develop its business with high profit, without having neither the costs of developing innovations that the number two has nor the high costs of communication that the number one has. In structural terms, it is shareholder oriented, so it is organized on a very hierarchical way and tends to over-adapt to the environment to achieve its objectives. Its goal is to be organized by objectives to guarantee its business, so it fosters participation in the market, even though many times tends to work with false consensus.

Non influential Participant

They work in an artisan manner, compensating with a great effort the difficulties of the position of only having negotiating capacity based on personal influence without any support of a brand whatsoever. Therefore their growth nucleus is basically based on personal influence.

At an operational level they establish bonds between their clients and the products and seek to organize based on precise working processes that in practice have a high level of entropy. Because they have no power on the market, they substitute it with wit to take advantage of the mistakes of the dominants.

Can the archetypes be changed?

Upgrading archetypes requires necessarily a re-foundation of the company or the expansion to markets that are driven by superior archetypes.

The re-foundation implies a change of the shareholders and of the management, while the expansion to superior markets can be done with the existing structure.

But the expansion of the boundaries towards a superior level requires making structural changes that modify the perceived attributes of the company.

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/ucu-en/wp-content/uploads/2015/05/turi.pdf


Business expansion: A sophisticated 3-cushion billiard game

Business expansion requires necessarily “going beyond” the boundaries of an activity. But in fact no one can truly go beyond his boundaries. It is like expecting someone to be able to jump over her/his own shadow.

What people can do is expanding the boundaries based on introducing additional added value to deliver to the environment.

But as the value that pretends to be delivered is such only if it is perceived and accepted by the “beneficiary”, it is necessary to have the necessary critical mass to make a perceivable and acceptable value proposition.

If you are not aware of the 3-cushion billiard game, we suggest watching this short video.

The business expansion process is homologous to the 3-cushion billiard game with one subtle difference. It requires that the 3-cushions have been included before the goal can be achieved. These cushions are:

Expansion of Boundaries

1)      A gravitational force

2)      A catalyst

3)      A commercial driver

The integration of these three elements allows developing a strategy to expand boundaries.

These elements need to be included in the business strategy beginning with the existence of a gravitational force or object. After the gravitational force is included, there has to be a catalyst that accelerates the process and avoids that it be inhibited by the conditions of the environment.

Finally, the expansion needs to be driven by commercial drivers in order to make it become true.

It has to be considered that these three elements are by definition dynamic, ambiguous and fuzzy which makes them very difficult to grasp, design and integrate.

As you have seen in the 3-cushion billiard, this discipline requires having an extreme precision, which demands an extreme preparation. The same happens with business expansions, which demand that the gravitational force and the catalyst exist before the value propositions are made. This is what we call the preparation.

Having the necessary timing to make the process work as a critical mass requires having a high level of objectiveness, knowledge of the functionality and an extreme focus.

This is only possible if the concept of the business is managed and the solution is envisioned. It requires believing in order to be able to see. People who need to see in order to believe cannot expand businesses.

This explains why more than 80% of the new start-ups in the US disappear within the first two years of existence. Start-up businesses, by definition, need to grow. No business can grow if the critical mass cannot be achieved.

Working within the boundaries of a business

To work within the boundaries of a system there is no need to have an extreme level of accuracy in the business process design. Within the boundaries all that exists has proven to be more or less functional.

This implies that it works within a minimum strategy, which requires seeing to believe in order to confirm that everything that is done is functional. It can be said that developing a minimum strategy in business is analogous to a pool game, which is accessible for the majority of the people.

But we would like to give you some information about the level that can be achieved within the boundaries of a business by giving you access to what a champ can do in a pool game:

This video is a demonstration that amateurism can be substituted by professionalism if you are willing to pay the prices and your market demands it.

We strongly recommend preparing to expand businesses unless you feel safe within the existent boundaries of your activity. It is only a question of the prices that people are willing to pay.

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/ucu-en/wp-content/uploads/2015/02/turi.pdf


Become an intuitive user of the Unicist Approach

The intuitive approach for personal use was developed to expand the boundaries of individuals and to empower their influence in the environment.

Main benefits of the Unicist Approach for Personal Use

Growth
It allows growing at a personal and professional level by integrating maximal and minimum object driven strategies to expand.

Income improvement
It upgrades the value adding processes by accurately understanding the facts, attitudes and intentions of the environment and thus it increases the legitimacy of the financial earnings.

Expansion of influence
Its object driven processes allow building a functional complementation with the environment having the necessary critical mass to influence it.

Expansion of boundaries
It allows envisioning the evolution of the environment, going beyond the static information stored in the long term memory, to make a successful expansion of boundaries possible.

Energy saving
It simplifies personal activities, focusing them on the possible goals to be achieved based on the available critical mass.

Understanding
It allows understanding the evolution of countries, institutions, businesses and individuals based on experiencing the unicist approach at a personal level.

Managing the unicist approach at a personal level fosters expansion, adaptation and the generation of added value.

Access the book on “The Unicist Approach to Businesses” at the Unicist Library:
http://www.unicist.com

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/ucu-en/wp-content/uploads/2012/06/turi.pdf


Business Modeling: Using questions and answers in business

Businesses are, by definition, conscious activities to satisfy needs. Businessmen/women can approach these needs based on the answers they have or based on the questions they pose.

Selling only “black cars” is an answer driven approach; researching which color of cars are desired is a question driven approach.

People who do what they believe are answer driven. People who do what is needed are question driven.

Question driven businesses are, by nature, “liberal” because the input comes from the needs of the market. Answer driven businesses are “conservative” because the needs are defined by the businessmen/women.

Minimum strategies of businesses, which are those that are under the control of a company, can be managed with answers. Methods, rules and guidelines are defined ways to develop an activity and are homologous to what we call answers.

Maximal strategies of companies, which expand the boundaries of businesses, need to be managed based on the questions. The problem is to understand what the market is saying. The answers are, by definition, ambiguous and require understanding the unified field of the business in order to be interpreted.

Maximal strategies require “liberals” and minimum strategies require “conservatives” to manage businesses.

Managing questions makes the introjection of the needs of the market possible; managing answers implies projecting one’s decisions. Business modeling requires both approaches to be successful.

We invite you to be our guest at the Unicist Library:  http://www.unicist.com

Peter Belohlavek

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.


Business Architecture: Tweetinar on Back2Back Design

The history of the “Unicist Extreme Design” taxonomical research began in the early eighties. This methodology does not apply to artistic design.

A unicist ontological design of a given reality requires the knowledge of the involved concepts. Therefore, the discovery of conceptual structures precedes the design activity.

It took many years to research the conceptual structures of most of the objects related to human activity. Now, with the available conceptual knowledge bank, the design of complex solutions has been made possible without needing to research while designing.

The major problems of human designs are their incompatibility with the nature of the objects being designed.

When designing solutions, there is usually insufficient time to research the concepts involved. To solve this problem, the operational function of the object is usually considered as representative of its concept. This solution is very practical but insufficient when designing differentiated objects.

The knowledge of concepts is unnecessary when designing objects ruled by common sense (conventional wisdom).

This technology was named Unicist XD – Extreme Design – because of its homologous relation with the XP – Extreme Programming – technology.

Values underlying the Unicist XD:

Simplicity
Foundations
Creativity
Responsibility
Respect
Confidence and self-Confidence

The questions that will be answered during the Unicist Tweetinar are:

  1. What is a Back2Back methodology?
  2. When is it necessary and when is it unnecessary?
  3. Why is it needed to have the knowledge of the concept that underlies the problem being solved?
  4. How do people need to be trained to work Back2Back?
  5. How does the “idea of the concept”, starting point of the methodology, looks like?
  6. Which environments are incompatible with this methodology?
  7. How does the real-time design process works?

Access or request a Unicist Tweetinar on this subject at:
http://www.academic.unicist.org/unicist_tweetinars.shtml

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

Peter Belohlavek

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.


Complexity Science: Tweetinar on Unicist Diagnostics

Etymologically, diagnosis means discerning, distinguishing. The everyday use of the word also implies seeking for the causes of a problem.

From a conceptual point of view, diagnoses are made to forecast and to exert influence on a reality. The level of the groundings upon which diagnoses are based defines its level of accuracy.

Diagnoses necessarily include intuitive aspects when approaching new situations. The difference between diagnoses does not lie in the intuitive approach, but in the processing of the information that intuition offers.

We have identified five levels of diagnoses:

1)      Intuitive-analogical
2)      Descriptive
3)      Static
4)      Causal
5)      Functional

Intuitive-analogical diagnosis

The intuitive diagnosis approaches reality from the subjective perceptions of an individual. It does not use groundings to validate intuition, just intuitive analogies.

Descriptive diagnosis

The outcome of this diagnosis is a description of the visible physical aspects of a reality. This diagnosis can help to solve simple problems.

The static diagnosis

This diagnosis is based on the analysis of a reality. It is called static because in order to analyze something, we need to consider it as a fixed situation in time and circumstances. This diagnosis helps solving simple problems in areas which involve formal or rational components.

The causal diagnosis

The causal diagnosis is a systemic approach to reality. It is a systemic diagnosis that analyzes the functional

ity of a given reality. It sustains the solution of complex problems with low ambiguity levels.

The functional diagnosis

This diagnosis is based on the understanding of the functional concepts that underlay a given reality. The functional diagnosis is necessary for the solution of highly complex problems with ambiguous components.

The secure diagnosis

A diagnosis is “secure” when it includes all levels of analysis. Secure knowledge has been achieved when this condition has been fulfilled. Secure knowledge requires a high investment of energy. Therefore people often prefer to use reliable but not secure diagnoses, and control the evolution of a given reality in order to validate the accuracy of such diagnoses.

The questions that will be answered during the Unicist Tweetinar are:

  1. What are business diagnoses for?
  2. What are intuitive diagnoses for?
  3. What are functional diagnostics based on?
  4. What is mathematical validation of diagnoses for?
  5. What are conceptual validation model for?
  6. What is the 5 why methodology for?
  7. Which are the 5 why that need to be answered?

Access or request a Unicist Tweetinar on this subject at:
http://www.academic.unicist.org/unicist_tweetinars.shtml

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

Peter Belohlavek

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.


Complexity Sciences: Tweetinar on Object Driven Marketing

In a wide sense, it can be said that the more object-driven a relationship between a prospect and a product is, the easier the individual can buy a product. If we consider the buying taxonomy (AIDA), we will see that there are three different approaches to buy: the rational, the ethical and the impulsive approach.

The more ethical the buying process is, the less legitimate the influence on buyers. The more massive the buying process, the less it is influenced by rationality.

The questions that will be answered during the Unicist Tweetinar are:

  1. For what type of products or services has the unicist object driven marketing process been designed?
  2. Why is marketing a complex problem?
  3. Are there individuals involved in the object driven marketing process?
  4. Why is it necessary to begin with a personal communication and close with a personal closing process?
  5. Are brochure objects or communications? What is the difference between communication and marketing objects?
  6. Which are the weaknesses of this type of marketing?
  7. What conditions needs to be given to use this type of marketing?

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

Peter Belohlavek

NOTE: The Unicist Research Institute is the pioneering organization in the development of ontology based and business object driven solutions for businesses. More than 3,500 ontological researches were developed since 1976 until September 2010 in the field of individual, institutional and social evolution.