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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


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. http://www.unicist.org


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


Conceptual Management – A Logical Approach to Businesses

The conceptual approach to business requires that people need to know “why” something is happening. This is unnecessary at an operational level, but is a basic question when dealing with strategic approaches. The “know why” is driven by a logical approach to businesses that allows managing their concepts making them reasonable, understandable and provable.

Unicist Ontology of Conceptual ThinkingWhen the boundaries of a business are being expanded, individuals need to apprehend the concept that is behind its operational aspects in order to influence a new environment. This implies apprehending the ontology (nature) of its concept and its dynamics.

On the one hand, the conceptual approach to business became possible based on the discovery of the structure of concepts, defined by a purpose, an active and entropic function and an energy conservation function, which allowed apprehending the nature of facts and actions (unicist ontology).*

On the other hand, the discovery that the concepts people have in mind work as behavioral objects that drive their behavior made this conceptual approach necessary to deal with strategic approaches.

You can download a free e-book, sponsored by the Unicist Goodwill Network on “Concepts Make you Free” at:
https://www.unicist.org/ucu-en/wp-content/uploads/2015/01/concepts-make-you-free.pdf

The Origin of Conceptual Thinking

The endless “Why?” question posed by children (nearby 3 years old) is what allows establishing the neural network needed by a person to apprehend and manage concepts. This process starts when children begin to look for the origin of those things they are interested in.

This endless “why” questioning has three main benefits:

  1. It sustains the development of the neural network that allows dealing with the origin of things and not only with the operational aspects.
  2. It expands the language of the child driving her/him to deal with an implicit integrative, fuzzy and predicate logic.
  3. It provides the “why” that allows children to approach their games, which develop their systemic thinking approach.

Conceptual diagnoses, conceptual design and conceptual management became possible using the unicist logical approach, which made “concepts” tangible and provided the structural functional approach to develop business diagnoses, strategies and architecture.

*Based on the research on Conceptualization developed by Peter Belohlavek at The Unicist Research Institute.

The Unicist Research Institute

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/2015/01/turi.pdf


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.
https://www.unicist.org/ucu-en/wp-content/uploads/2014/10/turi.pdf


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.
https://www.unicist.org/ucu-en/wp-content/uploads/2014/08/turi.pdf


The solitude for actions, for change and power

Solitude has different functionalities depending on the situation of a context. The leader’s final price to be paid is having an absolute solitude of power.

Leaders can share, listen, discuss or participate in any way but, at the end, those who have full responsibility for results, are alone. They have to make a decision that has to work.

The elements that integrate the maximal strategy when dealing with the solitude of power are:

  1. The need of self-fulfillment of the leaders which allows them to apprehend the final picture of the achievements.
  2. The capacity of dealing in an adapted way with the environment making them be perceived as influential individuals.
  3. The self-criticism which is defined by their capacity of doing things “today better than yesterday”.

These elements allow leaders to face the solitude for actions.

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


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


Social Networks as Adaptive Collaborative Contexts

A virtual collaborative context fosters the development of pastime and professional activities. This is the case of Social Networks which, depending on the segment they belong to, establish the context for commercial actions.

Social NetworksSocial Networks are paradigmatic environments of the Era of Participation. They are used by people in order to demonstrate themselves and to others that they are part of the world.

The feasibility of their use as a medium for network marketing depends on the capacity of generating an asymmetric complementation with the members, fans and followers of a social network.

The use of a social network as a medium requires understanding its structural segmentation and building a compatible network strategy.

In order to work in a collaborative context, the complementation of these roles is fully necessary. The existence of a full reliability of the members and the ideological link among them are basic to produce results.

If the reliability of actions is inexistent, the process of the group is inhibited. If there is no ideological link among the members, there is an extreme waste of energy that endangers the process.

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. www.unicist.org/repo/#Unicist


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