Intelligent Systems

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.

The world is built by doers and enjoyed by followers

We invite you to download this free e-book on the “Ethic of Doers” which is sponsored by the Unicist Goodwill Network. Doers are individuals who make things happen. Therefore, more than ever before, it is time for doers in the world. The joy of doers is in the deed itself.

Download the e-book here:

Ethic of DoersDoers are very special individuals. They are basically individuals whose fulfillment is based on doing transcendent things.

They need to achieve what they have decided to do. When things cannot be done the easy way, they find the necessary path to make things happen.

But it can also be said that everyone is a doer in some field.

This role is taken by all those individuals that have the will and the decision to add value through their deeds.

Doing requires having inner freedom. Without inner freedom there are no doers, just slaves. That is why only people who seek for inner freedom can be doers.

…to oppose is easy
…to obey is simple
…to adapt is complex
…to be free is …..

To do things doers have two polar possibilities:

  1. On the one hand, they can approach problems analytically and operationally.
  2. Or on the other hand, they can approach problems based on their nature. And after the nature of a problem has been apprehended they use the analytical and operational approach.

Analysis allows the division of a problem into its parts until the parts can be managed operationally. When a problem is simple, the fulfillment of this analysis means that the problem’s cause-effect relations have been found. This analysis is functional for the solution of simple problems.

But when problems are complex they have open boundaries and their cause-effect relations are bi-univocal (A causes B and B causes A at the same time). In this case they can only be approached apprehending their nature and separating them into operational objects that function based on cause-effect rules.

This e-book is for doers who need to solve complex problems. Unicist technologies provide the tools to deal with the nature of problems.

Diana 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.

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.


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.

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.

Aesthetics is the main driver towards successful businesses

Aesthetics is the core of any relationship. But when talking about aesthetics, the focus is not on an apparent external beauty, but on the nature of what allows building a bridge with others. Aesthetics is based on completing others’ needs and implies being desirable and building relationships in a harmonic way. What is aesthetic is followed.

AestheticsThe essential ontology of aesthetics is defined by the integration of a completing capacity with an inaccessibility of certain aspects of an object in order to produce expansion.

This can be seen in nature (flowers, birds) and is just a demonstration that aesthetics is a basic function of living beings and their deeds.

Completing implies satisfying someone’s true needs which is the purpose of aesthetics.

Inaccessibility implies that aesthetics of an object/subject includes necessarily some inexpugnable aspects that are extremely difficult to be accessed.

If someone’s aesthetics is shown through its inaccessible aspects it will produce rejection because it is evident they will not be shared. But if the first aspect is to approach people to complete their needs, the inaccessible aspects will be considered as a price.

Inaccessibility is a hygienic attribute which means it has to be there, but, being there, it will only be considered as part of the complete aesthetics of something but not as a differentiated value.

Aesthetics can only be measured based on the reaction of the environment. When something is aesthetic, it is necessarily desired, wanted and followed.

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.

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.

The Unicist Approach to build Start Up Businesses

Entrepreneurial organizations are those in which the activity is driven by personal and individual goals. Their actions are oriented towards earning value and profit while they are committed to individual and group interests.

There are two extremely different entrepreneurial projects: the “solopreneurs” and the start-up businesses.

Solopreneurs are individuals who make businesses as lone runners.

Sometimes they are considered as a self-employment. But in fact these are the entrepreneurs that are either:

  1. Survivors who are trying to make a living
  2. Specialists, artists, scientists, professors who have a high personal value in a market

The start up business is an incipient enterprise that necessarily begins to work with an entrepreneurial attitude until “permanence goals” are possible.

When companies “are born”, they are either entrepreneurs or survivors. Survivors usually tend to disappear when a crisis affects their market and they also have great difficulties in managing generational change.

Entrepreneurs cannot manage without being in power of the situation they are dealing with. That is why they have great difficulties to grow beyond their own boundaries. But they are extremely powerful in making money within their beliefs.

Entrepreneurial businesses need to transform into enterprises to make a real growth in the market. But they do this only if they are led by someone who is interested in building an enterprise considering the entrepreneurial stage as the first step to do so.

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.

Logical Management Tools: Unicist Quality Assurance Design

The Quality Assurance concept implies that in the activity, which must bring about an added value, there is a Redundant Functionality and a Self-exclusion System within a framework of a Redundant Operational Method.

Quality AssuranceIn order for knowledge to be certain, the basis for the use to produce elements, it is necessary to have been ‘redundant” from different objective perspectives, be clear as to the scope of such knowledge (think and say “I don’t know” is to have a self-exclusion system that promotes certainty of what one knows), and count on a method that permits reaching a certain knowledge as of different points of view.

Quality assurance is of vital importance in the life sciences fields. In those fields in which the lack of quality is not a life or death, success or failure determinant, the possibility of conceiving a Quality Assurance process turns distant.

There is only quality assurance in those cultures and activities in which there is the attitude that things should be functionally right and certain as far as the value they add.

Quality assurance is the difference that makes a person, institution, work group, system, work or product reliable or not.

Without quality assurance there is no reliability in results within reality. The more objective the subject is, the less complex the application of the quality assurance concept becomes. The more abstract, intangible or subjective the result, the more complex this concept management is.

As a final summary of the Quality Assurance process find listed below a synoptic description of elements which includes the Quality Assurance Functional Concept.

The taxonomy is the descriptive one according to order of presentation. However, it implies having a clear understanding of the concept seen as a unit given that the unified field it encompasses may only be apprehended as of this totalizing/integral idea.

Elements included in a Quality Assurance System:

  1. Plan “B”
  2. Redundant Systems
  3. Alarm System
  4. Processes with redundancies
  5. Stop System (stoppage/halt)
  6. Control System
  7. Self repairing/recovery System
  8. Alternative Systems 

Diego 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.

Understanding inner freedom to empower personal development

Inner freedom is the capacity of individuals to assume the responsibility they have, making conscious adapted decisions.

Inner freedom can be earned by those individuals who are able to assume the responsibility for their adapted actions in an environment being able to leave aside their own needs when making decisions.

Inner FreedomPeople have lost their freedom when needs drive their actions.

Therefore, inner freedom is something people gain step by step, if they are able to pay the prices, or lose step by step, if they need to impose their rules.

It can be said that inner freedom is a utopia when instinctive needs, emotional needs and social values are sort of inhibitors for inner freedom.

Individuals who achieved inner freedom can make accurate decisions based on their capacity to do and to discriminate their inside from the outside which allows them to assume the individual, social and transcendent responsibility.

Basically, there are three perceptions of inner freedom:

a)      The one that considers inner freedom an intellectual/spiritual approach.

b)      The consideration that inner freedom is based on the actions of individuals.

c)      The integration of both, which is the unicist ontological approach.

The unicist ontological approach implies that real internal freedom will be achieved when an individual is able to make adapted conscious decisions.

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.

The Factor Zero in Human Behavior: The power of nil

Complex adaptive systems are integrated by a conjunction of “objects”. Mathematically, this integration of objects implies a multiplication of their representative factors. If one of them is “zero”, the whole adaptive system doesn’t work.

Adaptive systems cannot allow the existence of zeros. One zero suffices to destroy a system.

The Factor “Zero” is an anti-concept that destroys any adaptive system. It establishes the groundings for inaction, annulment or destruction.

The ontology of the factor “zero” describes how human inaction, annulment or destruction is sustained by a fallacious ethics.

It is the ethics of stagnant survivors that provides them a feeling of superiority based on their capacity to hinder value adding actions in their area of influence.

Factor “zero” is the integration of suspicion, doubt and unawareness in order to avoid the responsibility of an adaptive system and destroy it.

It suffices if one of these elements exists.

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.