Client Centered Management: the model to grow using Maximal Strategies

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Client Centered Management is a model that catalyzes market expansion processes. It is part of the unicist natural organization model. The natural organization is a meta-model in itself that integrates the organization that is needed for the business and the market, the client orientation and the personalization of the work processes.

Client Centered ManagementClient Centered Management needs to be established to drive actions towards the end client and then the personal organization needs to be used in order to ensure the fulfillment of the organizational roles.

The functionality of the Client Centered Management model is driven and catalyzed by the use of business objects that save energy and make processes simpler and more effective.

You can access the unicist logical approach to businesses at:
https://www.unicist.org/scientific-collaboration/

Thus CCM is the natural model for business expansion. It has to be considered that it requires business objects driven processes and a role model that allows managing responsibilities.

CCM uses Object Driven Organization

Nature, as a paradigmatic complex adaptive system, is organized by objects. The unicist organizational approach is based on emulating nature to manage businesses as adaptive systems.

The unicist object driven organization is the natural way to organize based on the knowledge of the ontogenetic maps of a business and its functions. It implies integrating business objects in the business processes that allow managing the adaptive aspects of businesses accelerating processes while saving energy.

Object driven marketing, object driven strategy, object driven management, object driven continuous improvement, object driven negotiation and object driven leadership are paradigmatic examples of the object driven organization.

This worked well when the influence of the actions allowed dominating the environment and failed when this was not the case.

CCM is a management model that was developed to establish the rules for an optimum use of the company’s energy so as to satisfy its internal and external clients and catalyze business expansion. When talking about the external client in the company we necessarily refer to the customer and the shareholder. CCM is a meta-model to provide result-assurance, client orientation and secure added value to an organization. It is the natural model to expand businesses.

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. https://www.unicist.org/turi.pdf


Traditional Management versus Unicist Conceptual Management

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This unicist conceptual management approach upgrades, but includes, the preexisting traditional approach to business management. This upgrade is a paradigm shift in management that allowed managing root-causes, developing the conceptual design of solutions, building maximal and minimum strategies and developing the necessary actions to produce results. In other words, what the unicist conceptual management did, was upgrading the management approach to ensure the generation of value.

Traditional Management vs Unicist Conceptual Management

The unicist conceptual management approach integrates:

  1. Business Strategy: The Unicist Strategy emulates the strategy implicit in the intelligence that underlies nature and establishes a maximal strategy to grow and a minimum strategy to survive.
  2. Conceptual Design: This conceptual design defines the unified field of the functions of adaptive systems and defines their dynamic process architecture.
  3. Root-Cause Management: It manages the root-causes of problems and the root-drivers of solutions.
  4. Unicist Actions: This approach defines the actions that need to be done following a logical synchronicity in order to work as a critical mass to ensure results in adaptive environments.

Benefits of the Unicist Conceptual Management Approach:

  • +40% increase of the speed of business growth
  • +25% of increase of marketing effectiveness
  • +20% of cost saving in business processes
  • +30% of complex projects cost saving
  • 99.5% of results assurance
  • 80% of cost reduction for business process maintenance and improvement
  • +30% increase in the efficacy of the participants

This superior level of business design and management became possible due to the discovery and emulation of the intelligence that underlies nature and the discovery that concepts drive human actions. This is the management model of the XXI Century.

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.


The Era of Conceptualization

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The Era of Conceptualization became necessary after most of the operational problems became manageable by technology and became possible due to the discovery of the structure of the intelligence of nature that allowed finding the structure of the concepts that drive human actions.

The development of projects, systems or any kind of solutions in adaptive environments requires managing the concepts involved in order to ensure the results to be obtained. The conceptual design ensures the functionality of a solution.

The unicist approach to human behavior is based on the fact that human actions are driven by the concepts they have. Therefore, any time an individual becomes influenced, the “Conceptual Short-Term Memory” (CSTM) becomes activated to apprehend the “gist” of the message.

The unicist approach to human behavior is based on the fact that human actions are driven by the concepts they have. Therefore, any time an individual becomes influenced, the “Conceptual Short-Term Memory” (CSTM) becomes activated to apprehend the “gist” of the message.

Thus, unicist conceptual design becomes necessary to ensure results in adaptive environments by managing the fundamentals of the solutions, defining the necessary functions that are integrated as a unified field and ending with the definition of a dynamic process architecture.

This process includes the definition of roles, business objects and maximal and minimum synchronic actions to ensure the achievement of results.

The purpose of conceptual design is to define the process architecture of the solution. To make this solution possible, it is necessary to be able to emulate it in mind.

Emulating in mind requires envisioning the final picture of the process and the results that will be achieved. This requires having the knowledge of the fundamentals of the process and a solution thinking approach that allows building the solution.

The emulation of the solution becomes possible if the conceptual knowledge of the solution is available.

The conceptual knowledge requires managing the ontogenetic map that defines the functionality of the concept that drives the solution.

Thus conceptual design implies integrating the emulation of the solution and the conceptual knowledge of the process to build the process architecture.

It is necessary to be aware of the concept of a given reality in order to be able to assume the responsibility for producing results in adaptive environments. Those who cannot emulate the structure of concepts can only assume the responsibility of operational tasks or use their preconcepts to develop an activity.

The discovery of the behavioral objects explained how concepts guide conscious actions. They integrate the available data in the long-term memory, which includes the semantic, episodic and procedural memory. This explained that the capacity to emulate in “mind” the external reality depends on the level of conceptualization of an individual. The level of conceptualization expands through practice.

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.


Speed defines success in the business world

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Speed is the basic condition for the success of artists, professionals or companies. The technological development, among other factors, made speed a central issue in business.

Power, considered from the Physics point of view and regarded as a universal concept, is defined by the quantity of work that is done in a unit of time.

P = Work/Time

If we take a look at the most successful artists, they are the ones that can produce their “work” (art) in a quantity of events that make them fast in relation to the market possibilities.

If we analyze the alliances that are made in the business world, they all include a search for speed beyond their possible complementation or supplementation of their products or services.

In business, speed depends mainly on the knowledge one has of what is being done. The one who better knows what s/he is doing is faster than the rest. And this standard of speed is given by the market, not by the individual.

In this sense, it’s important to bear in mind that the “survivors” in the business world need to stop or slow down the speed, since they do what they can instead of what is needed.

On the other hand, the central actors of a market search for an increase in speed to be ahead of their competitors and see first in the market what others have not yet seen. Speed depends on an attitude.

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 Unicist Logical Approach to Strategy to make Businesses Grow

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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


Market growth: Think before lowering the prices to grow

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Price Elasticity of demand measures the responsiveness of demand to a change in the price of the product. Alfred Marshall first developed it. From our point of view this is one of the most believed fallacies in economic knowledge, because there is no direct dependence between these variables.

The price elasticity of demand is calculated by considering the percentage change in demand and dividing it by the percentage change in price.

But this relation is real only if there is no change in the perceived value of the product.

We consider the traditional theory an explanation of a particular situation which can not be considered a law.

Considering the Unicist Logical Approach the elasticity of demand, analyzed from the point of view of the supplier, depends on the price and the perceived value of products.

The sole fact of a product being used changes its value. Therefore it is necessary to understand that the “price elasticity of demand” depends on the price and the subjective value that sustains the price. The price elasticity occurs only within the fuzzy set described and defined by the value-price relation.

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.net/financials/wp-content/uploads/2016/03/turi.pdf


Costs do not influence the use value of products

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The value of a product does not depend on the cost to produce it. Costs might define the limit of the feasibility of a business but the do not define the value of the product.

The following metaphor will provide the general idea.

“The cost of a glass is given by its solidity.
The value is given by its hollowness.
Costs add no value.
Values add no costs.
But both integrate the glass.”

The value of a product is what makes a business possible and drives the maximal strategy. It has no causative relation with the cost. This is self-evident in the software business. But in the construction business, there appears to be a relationship between costs and value that in fact does not exist.

The costs of products define the minimum strategy; they define the feasibility of a business. In some type of businesses these limits are more significant than in others. But understanding that the costs have no causative relationship with the value allows defining expansive and profitable business strategies.

In business activity, the preceding metaphor can be completed with the saying:

“Businessmen/women need to reduce the costs, that have no value,
and increase the value that has no costs.”

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.net/financials/wp-content/uploads/2016/01/turi-1.pdf


Discovery of the Nature of Decision Making

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The discovery of the Concept of Decision Making opened the possibilities for increasing the accuracy of this process by introducing the essential aspects that drive decision making processes: the objective aspects, the subjective aspects, the reasonable groundings and the ethical justifications.

About Foundations

Foundations are reasonable, understandable and provable arguments. Fallacy avoidance is ensured when foundations are included in a decision making process. That is why foundations are basic in decision making.

Decision MakingFoundations avoid decisions when the end justifies the means. Foundations establish the reasonable limits of what can be decided.

There are several conditions that have to be given when making a grounded decision.

Foundations must be reasonable: that means that the nature of a reality needs to be described in a reasonable way.

Foundations must be provable: which means that they have to be able to be proven directly or through their materialistic aspects. The nature of a reality can only be proven through forecasting its materialistic evolution.

Foundations must be understandable: which means that an individual can only participate in a decision process if s/he understands the nature of the decision.

Decision Making Segments

Empiric decisions

It is the decision that is basically based on provable groundings. Empiric decision making uses all the empirical tools to sustain the validity of what is being decided (Statistics, experiences, pilot tests, etc). Empiric decisions are put into action based on economic justifications with the limits of subjective justifications.

Logical decisions

Logical decision making is based on the capacity of understanding and reasoning the arguments that sustain the decision making process.

Logical decision making processes use explicit or implicit models to analyze reality in order to make things happen. Logical decision making processes are put into action based on subjective justifications and are sustained by the economic justification of what is being decided.

Subjective decisions

Subjective decision making is based on the ethical and subjective justification of the individual who is deciding. Although the materialistic decision making is included, it is limited by the subjective boundaries of the individual.

Subjective decisions dominantly use feelings, intuition, beliefs, convictions and personal goals as drivers. Subjective decision making processes are put into action based on logical groundings and are sustained by empiric validation.

Materialistic decisions

Materialistic decision making is based on the ethical and materialistic justifications driven by the needs of deciders. Materialistic decisions have a high level of objectivity in order to build a bridge between the objective needs of the environment and the individual.

Objective decisions are based on measurable facts, objective relations between values, benefits and costs and the need to grow of all participants. They are put into action based on empirical groundings and sustained by logical validation.

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.
https://www.unicist.net/financials/wp-content/uploads/2015/11/turi.pdf


Unicist Theory: The Fundamental Analysis is back in the Banking Business

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The past and the future are symmetric when nothing changes in an environment. But the speed of technological evolution increased the speed of changes in the market making evident that the past and the future are essentially asymmetric. In this scenario, fundamental analysis is the way to deal with business knowledge when a market evolves.

Fundamental analysis applied to financial decisions was born as a conceptual approach to businesses but was transformed into a meaningless operational approach.

The Unicist Theory made the development of the fundamentals of businesses possible that allowed managing their concepts. This made the integration of fundamental knowledge and technical knowledge possible, which allowed building reliable knowledge for decision making.

The Basics: Fundamental Analysis & Technical Analysis

Complex problem solving requires having the concept that describes the nature of the solution, the actions that need to be implemented to expand the existing boundaries of the problem and the technical knowledge to develop the minimum strategy to produce results. Concepts can be apprehended when the fundamentals of the solution have been integrated.

Knowledge Acquisition

Fundamental knowledge without technical knowledge fosters “movement fallacies”. Technical knowledge without fundamental knowledge fosters “inaction fallacies”.

It has to be considered that the intrinsic structures of fundamental knowledge and of technical knowledge are opposite to each other, but their effects are complementary to build a solution.

That is why only people who can deal with the integration of these oppositions can apprehend concepts. This is the case of the universal apparent dichotomy of yin and yang.

The Unicist Theory, based on the discovery of the ontogenetic intelligence of nature, allowed developing the unicist ontological structure of fundamentals, which made fundamental analysis “resurrect from the ashes”.

Fundamental analysis is supposed to deal with the drivers of the nature of any entity but was transformed, probably influenced by technical analysis, into an analytic approach to standardized indicators.

The Unicist Theory provided the framework to research and discover the fundamentals of an entity and defined the structure of their integration.

The symbol of Yin and Yang, representing the TAO, necessarily emulates the structure of the ontogenetic intelligence of nature and is homologous with the Unicist Logic. If you are not aware of the scientific use of the TAO, we recommend reading the book “Tao of Physics” by Fritjof Capra.

Fundamentals are the elements that define the functionality of an entity.

They define the structure of an entity´s unicist ontology and allow building its ontogenetic map.

Fundamental analysis is the approach that defines the limits of the possibilities of the evolution of a given reality.

Fundamentals define the boundaries implicit in the functionality of a given reality.

Technical analysis deals with the cause-effect relation between “variables” that have been identified making a systemic compromise.

The discovery of the unicist ontology of evolution and the structure of concepts that regulate the evolution of living beings and their deeds established the structure for fundamental analysis integrating it with technical analysis in order to develop reliable knowledge.

Knowledge of Adaptive Systems

Technical knowledge is popular because it is based on dualistic logic which is functional to the use of “binary neurons”. Fundamental knowledge requires accessing a double dialectical logic which requires an action-reflection-action process. That is why fundamental knowledge is associated with wisdom.

The purpose of a knowledge acquisition process is to obtain reliable knowledge.

Reliable knowledge is necessary when individuals are willing to ensure a minimum strategy or are exposed to uncertain or risky environments.

In everyday activities only operational knowledge is required.

This ontology is a final synthesis of the use of fundamental and technical analysis in the world of economic, social and business behavior.

Fundamentals describe the ontology of a given reality considered as a unified field. Technical analysis describes the cause-effect relations of a reality considered as a systemic object.

When working in a known context there is only need for feedback (operational analysis), an analytic approach and intuitive / rational decision making.

Knowledge Acquisition

Technical Analysis and Fundamental Analysis are intrinsically opposite approaches for knowledge acquisition, but they are operational complements when reliable knowledge needs to be acquired. The natural pathway to knowledge acquisition begins by accessing the fundamentals, that define “what” is being done, and continues with the technical knowledge that defines “how” the operational solution will be achieved.

Technical analysis provides sufficient information and the necessary cause-effect groundings to make decisions.

When the context is uncertain the understanding of fundamentals is necessary.

Fundamentals are defined by the concepts that regulate the evolution of a fact.

Validation processes naturally degrade into fallacies when they do not include falsification processes.

Validation implies a non-destructive test and falsification is a destructive test measuring the accuracy and limits of a knowledge.

When a reliable knowledge is required to deal with minimum strategies, risks or uncertainty, the integration of technical and fundamental analysis is required.

The Business Intelligence Strategy

The driver of knowledge acquisition is the need for groundings in order to achieve a reliable knowledge to make decisions. Groundings are necessary when dealing with complexity (i.e. minimum strategies), risk or uncertainty.

The minimum strategy is given by technical analysis to provide the necessary cause-effect knowledge. The maximal strategy to influence the environment is given by the knowledge of the fundamentals.

The catalyst to accelerate the building of reliable knowledge with a minimum strategy is conceptual knowledge. Conceptual knowledge establishes the secure limits of cause-effect knowledge.

Fundamental analysis and technical analysis provide the operational structure to achieve the objective of having reliable knowledge to make decisions.

When technical analysis is not integrated with fundamental analysis it naturally derives into analogical/hypothetical knowledge. When reliable knowledge is needed both approaches must be integrated.

Synthesis

Fundamental Analysis

Fundamental analysis is the approach that defines the limits of the possibilities of the evolution of a given reality. Fundamentals define the boundaries implicit in the functionality of that given reality.

Although adaptive systems and complex systems have open boundaries, they can only be managed when limits have been defined.

Defining limits based on the fundamentals of a given reality implies dealing with its nature and accepting its evolution laws. In the short or the long run the evolution of a given reality will drive towards its nature.

Fundamental analysis provides the tools to describe the nature of a reality in order to forecast its evolution. Evolution can be inhibited and catalyzed by human actions; but it cannot be changed.

Technical Analysis

Technical analysis deals with the cause-effect relation between “variables” that have been identified by making a systemic compromise.

In order to be able to manage a reality in everyday actions it is necessary to define it with systemic tools.

Systemic tools are based on cause-effect relations and therefore the result of transforming a complex reality into a simple system downgrades the possibilities of success. In technical analysis success becomes probabilistic.

Fundamental analysis defines the possibilities (0 or 1) and technical analysis defines the probabilities (from 0 to 1).

Fundamental analysis has been downgraded during the last 30 years. As there were no objective tools to approach it, it was considered as the “subjective” aspects of technical analysis.

The discovery of the unicist ontology of evolution and the structure of the concept that regulate the evolution of living beings and their deeds, established the structure for fundamental analysis integrating it with technical analysis in order to develop reliable knowledge.

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.net/financials/wp-content/uploads/2015/09/turi.pdf


Stock markets depend on the trend towards evolution

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The evolution of markets is what makes them more reliable. Thus, markets that evolve, naturally establish a context that allows making businesses.

Investment requires an evolution context and speculation is more profitable in involution contexts. Therefore investments foster evolution and speculation fosters involution.

About Evolution and Involution

The double dialectical process that produces the double pendulum generates a high level of entropy in each movement.

The higher the level of evolution, the smaller is the amplitude of the pendulum and the lower is the entropy.

Theoretically, evolution could drive towards perfection, where materialistic and non-materialistic reality is one. At this level reality as it is perceived by humans could not exist.

But this is just hypothetical. Real life includes involution, which occurs when a specific object becomes dysfunctional to the environment.

Thus involution begins including increasing amplitude of the double dialectical pendulum.

This implies increasing entropy between the positions, generating a trend in which the loss of energy that occurs between the polarities generates an involving trend.

Involution drives toward the death of the object, its mutation or its recovery, when it finds a source of energy to compensate the involution trend and begins an evolution cycle.

In any case, it implies a new object with a different energy level with or without mutations.

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