Traditional “coaching” and “business coaching” are two different “species”

Print Friendly

The Unicist Ontology of Business Coaching & CounselingTraditional “coaching” and “business coaching” are two different “species” in the world. While traditional “coaching” has a unique client, the “coachee”, business coaching manages three simultaneous clients: the business, the “coachee” and the projects. The comparison of the description of both types of coaching clarifies the structural difference.

International Coach

Federation

“A Coach is your partner in achieving your personal goals, your champion during turnaround, your trainer in communication and life skills, your sounding board when making choices, your motivator when strong actions are called for, your unconditional support when you take a hit, your mentor in personal development, your co-designer when developing an extraordinary project, your beacon during stormy times, your wake-up call if you don’t hear your own, and most importantly: your partner in living the life you know you’re ready for, personally and professionally.“

Thomas Leonard

Unicist Association for Business Coaching and Counseling

The Unicist Business Coaching is a knowledge business for doers that is developed by doers. UBC assumes a catalyzing role in business. The UBC has three integrated simultaneous clients: the Company, the Coachee and the Projects. It provides the necessary conceptual knowledge that allows managing the fundamentals of business processes to ensure the achievement of the business goals that have been established. This role requires that coaches assume the responsibility for the necessary fallacy avoidance that ensures results. Unicist business coaches provide the necessary conceptual knowledge to the clients by using knowledge objects that guide the coachees in the process of transforming conceptual knowledge into results. Business coaching agreements can be made based on fixed fees or success fees.

The Unicist Research Institute
We hope this is helpful.

Academic Committee
FacebookTwitterGoogle+Share

Think Tanks for Innovation Management

Print Friendly

We invite our partners and associates to participate in the Think Tanks that deal with the installation of “Unicist Technologies” in small, midsize and large companies. There is a New Standard that has been established to manage the introduction of new technologies that has been developed in applications that began in 1981 and that have just been finished. After having read this information you will become aware that we invite to participate those associates who consider our technology as a “non-redundant” added value for their activities. This is a high-value business. 

To install new technologies, the innovation management process requires integrating the natural competition with the "old" technologies and the use of "oursoucing" as a catalyst.

To install new technologies, the innovation management process requires integrating the natural competition with the “old” technologies and the use of “oursoucing” as a catalyst.

The development of a philanthropic activity in Texas (US) allowed synthesizing a new “Innovation Management” strategy. It has to be considered that an innovation is such when it cannot be managed with the existing “mindset” and requires a change of habits.

This research included, among others, the applications at American Express, ING, ABB, BASF, Massey Ferguson, Shell, La Caja, Renault, Diners Club, IBM and TWG.

Competition

This strategy is based on accepting the natural competition between the existing technologies and the new technologies. This competition might have two different concepts: It might be a supplementary competition that implies an opposition of the organization or it can be a complementary competition that is based on the acceptance of a new additional value.

The “supplementation based competition” inhibits any innovation while the complementary competition works as a “gravitational force” to introduce innovations. This gravitational force provides a stable context for the implementation of innovations and sustains the need for them.

BIG CHANGES: Unicist Change StrategyKilling Innovations

“Supplementation based competition” is such when there are “ego conflicts” between the new technology and the leaders of the organization. This is frequent in small organizations, which are naturally reluctant to innovations. This type of competition is based on considering the new technology as redundant with the existing technology.

Complementary competition, on the other hand, requires using an outsourcing process of innovations. This implies the outsourcing of the coordination of the process, including the client in such process. This allows introducing the concept of the innovation in order to introduce the necessary “mindset” in the organization. It does not include the outsourcing of the operation, which is done by the members of the organization.

Outsourcing Processes as Catalysts

This outsourcing process works as a catalyst to introduce the innovation, which takes advantage of the natural complementary competition and transforms it into the main force to induce the changes.

Using the outsourcing of services as a catalyst is the most effective way to introduce innovations. But this role has to be formalized in a contract that needs to have an expiration date to ensure that the outsourcing service is not a business in itself.

When the outsourcing process is not formalized, the complementary competition evolves towards a “Competition based on Supplementation” and the change is neutralized. These outsourcing services need to be managed by Think Tanks integrated by members of the Unicist Group and members of the client.

The conclusion of this research work is the end of the research cycle 2015-2016.

It includes:
www.unicist.net/partner-news/148-new-researches-have-been-concluded-since-february-2015

www.unicist.org/conceptual-thinking/human-mindset

This is the “change management” strategy that has been formally adopted as a standard by the Unicist Group and its members. It is the application of the paradigm shift in sciences in the field of “change management”. It makes change management be manageable.

Executive Committee

148 New Researches have been concluded since February 2015

Print Friendly

This has been a very productive year. As you know we are a private, global research organization that finances its own researches. Next year we will begin to foster the use of the unicist approach in UNESCO programs as a first step to install 50-year plans to foster the expansion of developing countries.

We are pleased to inform that 148 researches were finished at The Unicist Research Institute since February 2015. These researches demanded between 25 years (the ontogenetic map of Cultural Evolution) and 5 years (the ontogenetic map of Teamwork). The researches include also discoveries of homologous fields to existing reliable knowledge (the ontogenetic map of Human Adults Metamorphosis).

Complexity Science ResearchAnthropology

The ontogenetic maps of: Cultural Evolution, Interest Groups, Social Networks, Pastime Activities, Social Growth, Mass Groups.

Behavioral Sciences

The ontogenetic maps of: Mental Concepts, Human Adults Metamorphosis, Think Tanks, Subjectivist Addiction, Learning by Teaching, Conceptual Design.

Institutional Behavior

The ontogenetic maps of: Entrepreneurial Strategy, Unicist Business Coaching, Goodwill Objects, Branding Objects, Organizational Expansion, Teamwork, Virtual Collaboration

We are pleased to inform that the participation of our associates allowed concluding the Learning by Teaching technology and the Unicist Business Coaching Technology.

The Future

As you know the frontiers of the unknown are opened as soon as you manage a secure knowledge in the field of complex environments. Reliable knowledge always expands the boundaries of the unknown.

Our Institute continues with the research of all the functions in the field of social, institutional and personal evolution that require being managed as complex systems.

We invite you to participate in this new stage in sciences that was introduced by the unicist approach.

Unicist Executive Committee

The Era of Participation at the Unicist Confederation

Print Friendly

Building Solutions is an R&D Process

The Unicist Confederation is a technology provider that delivers solutions. The great difference between providing a solution or solving a problem is the responsibility an individual needs to assume and the knowledge that is needed.

The boundaries for solutions are always open, while the boundaries for problem solving are always limited by the problem. That is why people who build solutions need to have the concept of the solutions, while people who solve problems only need to know the systemic structure of the problem. Solving problems is easier than building solutions.

The Era of Participation

The Unicist Ontology of Language

Conceptual managemet requires using factual, synthetic, ambiguous and figurative languages.

We are now at the beginning of the Era of Participation, which implies that all organizations need to work as a strong participative environment in order to establish a culture that allows working as an institution.

Those who do not do this, are just transitory groups of people who join because of materialistic interests without having anything in common. Access:
http://www.unicistinstitute.net/future-research/future-research-the-era-of-participation-is-changing-the-habits/

The lack of participation unavoidably drives towards “Active Inaction”. Access:
http://unicist.org/talents/active-inaction-destroys-relationships-and-businesses/

The Context of the Participation:

Managing the Concepts of the Solutions

It is important to take into account that the traditional educational system, in order to socialize, promotes the use of analytical and operational languages and the idea that knowing is having answers.

But languages are the code needed to develop conscious thinking processes. Thus, while the traditional educational approach fosters operational and analytical thinking, this approach also inhibits conceptual thinking.

Emulating concepts in mind requires the use of factual, synthetic, ambiguous and figurative languages. One needs to have questions, not answers, to build conceptual knowledge. The paradox is that transforming straightforward language into a standard implies condemning people to stay at an operational-analytical level hindering the assumption of responsibilities.

The Framework for Participation

As it is known, we are at the leading edge of science and technology in the field of complex adaptive systems, which requires a very special kind of participation. For this reason, all our Partners and Associates need to participate in the R&D processes, by developing solutions with clients using the unicist technologies. This implies sharing the intellectual property of these solutions with the client and with our organization. Belonging implies sharing.

These projects are managed by think tanks, which are integrated by members of the clients, by the partners/associates and by the members of the Unicist Corporate University. As it was said, the Intellectual Property is shared by all the participants, and the essays, that are written on the conclusions of the researches, are open to the community (not the solutions for the clients).

These R&D activities are integrated with the learning programs of the partners; they are therefore provided free of charge to the clients who have been approached by the partners. The programs are developed with the support of the Unicist Conceptual Design System.

The coordination of all R&D projects at The Unicist Research Institute is Peter Belohlavek’s responsibility.

We invite you to participate. You will find the access to this participation space at: http://peterbelohlavek.net/research/about/

Unicist Executive Committee

Essay Submission: Confirmation of expertise of Associates

Print Friendly

Dear colleagues:

The Unicist Confederation manages a “knowledge business”. Knowledge businesses are such because they provide reliable solutions. A paradigmatic knowledge business is medicine.

Quality Assurance

Quality assurance is the core function to avoid malpractice problems that endanger the achievement of results. Technical-analytical and conceptual knowledge are the core of success.

This implies that physicians have the responsibility for having the updated knowledge of what they do. A physician, who aspires to become a professor, studies more than one hour daily. Their authoritative role is sustained by the credits they obtained by participating in conferences and other essentially analogous activities.

“Malpractice trials” are an entropy inhibitor that fosters their learning activities. Our Ethics Committee is homologous to the malpractice trials.

The activity of our associates also belongs to the world of the “knowledge businesses”. And in this case the activity of our associates belongs to a special case where the nature of things is being managed to ensure the generation of results.

Learn about the inner time required:
http://www.unicist.net/partner-news/unicist-ontology-of-the-internal-speed-for-decision-making/

We cannot imagine that this activity demands less than 3 hours of weekly studies just to be updated with the latest hard technologies that allow transforming concepts into operational solutions. The advantage is that the benefits are according to the solutions delivered and do not depend on the professional time consumed.

This implies that their authoritative role needs to be sustained by the “essays”, based on real cases, they have developed. These essays will be published as a book in order to confirm their authoritative role.

Therefore if you have not presented your essay, please do it as soon as possible in order to enable your participation in unicist projects. These essays include the technical-analytical aspects and the concepts and fundamentals of a specific field of action.

See the invitation to participate at:
http://www.unicist.net/partner-news/call-for-submission-of-essays-launching-6-30-2016/

If you need more information please contact Diana Belohlavek.

Unicist Executive Committee

Unicist Ontology of the Internal Speed for Decision Making

Print Friendly

Decisions have been made when they have been implemented. Before their implementation they are just hypothetical wishes.

Concepts can be apprehended by anyone, whatever the level of thinking an individual has. What varies is the time needed to apprehend them. This apprehension requires having an high level of focusing capacity which depends on the ethical intelligence of the person. Therefore, in real life, there are no excuses for not having the actual concept of what one is doing.

The speed of decision making depends on the type of logical thinking of individuals. It has to be considered that speed is defined by the chronological lap between a new fact and the implemented real action to exert accurate influence.

The more evolved the logical thinking of individuals the higher the speed of action:

1) Analogical thinking drives to no decisions because personal needs and beliefs prevail. The speed is “0” (zero)

2) Operational thinking requires making the necessary technical analytical studies to define the problem and the possible solution. This is considered the standard time for decision making.

3) Analytical thinking allows focusing the operational technical analytical studies. This doubles the speed of operational thinking.

4) Systemic (Scientific) thinking focuses on a specific operation which reduces the cost of the preparation of decision making based on the existence of a hypothesis for a solution. This doubles the speed of analytical thinking.

5) Conceptual thinking provides the ontological structure that underlies the operation. It allows defining the essential drivers of the solution. This doubles the speed of systemic thinking.

6) Unicist thinking provides the understanding of the boundaries of the solution allowing the development of a plan B (including an entropy inhibitor) and a plan C (including a catalyst). This doubles the speed of conceptual thinking.

Conclusion

Internal speed cannot be accelerated without producing paradoxical results. Internal speed evolves with the individual but a sudden acceleration drives individuals towards analogical thinking.

It has to be considered that the mass of the population tends to use analogical thinking at work. Teamwork decisions need to accept that a train has the speed of its slowest wagon (metaphor).

The above mentioned speeds have been empirically confirmed.

Peter Belohlavek

Call for submission of essays – Launching 6.30.2016

Print Friendly
XI International Unicist Conference

Click on the image to access

The positioning as leaders in your field is a basic condition for having an authoritative role to sustain the development of business solutions.

To build this role we invite all our associates to present an essay (papers and theses are considered as equivalent) to the XI International Unicist Conference that will take place on September 1-2, 2016.

The call for essay submission will be made on 6-30-2016 and will include the invitation to the more than 50,000 followers of the Unicist School.

These essays can be presented in English, French, German, Portuguese and Spanish and will be published in a book in their original language.

This book also includes the cases that received the Golden, Silver and Bronze awards. See http://www.unicist-conferences.net

We hope you take advantage of this opportunity. The guidelines for the essay submissions and their deadlines will be published on June 30, 2016.

Diana Belohlavek

(Unicist) Micro-clinics: the conceptual design of business functions, roles and objects

Print Friendly

A Micro-clinic is an activity organized to develop the conceptual design of a solution. During this activity, a conceptual design of a business function is developed, while the participants learn to manage the technologies for conceptual design. The micro-clinic ends when a solution has been developed by the participants.

Conceptual Design

As a generic definition, the purpose of conceptual design is to define the process of a given function considering the fundamentals of its concepts and the necessary resources to achieve the goals that have been established.

It has to be considered that each function has a unique concept that drives its actions and defines its fundamentals.

This concept is timeless and cross-cultural and is applicable as long as the function exists.

The activities are based on the use of the Unicist System for Conceptual Design (USCD) which includes the protocols of the functions that establish the generic process of their functionality and guide the design of the specific processes.

Learning Objects

The educational model used is based on the use of learning objects that are included in the Unicist System for Conceptual Design and the use of pilot test to drive the action-reflection-action processes.

The Conceptual Design of a function is sustained by the use of pilot tests, which have two roles:

  1. They are a method to avoid fallacies.
  2. They drive the learning process of the participants.

There are three levels of depth to develop a conceptual design depending on the complexity of a function. These three levels are managed using the USCD.

  1. Simple functions only require the design of the processes based on the knowledge of their concept.
  2. Complex functions require the inclusion of the conceptual analysis of the function.
  3. Complex problems require the inclusion of a systemic problem solving methodology to establish the starting point of the design.

The Conceptual design requires recycling the processes based on the use of destructive and non destructive tests to better adapt to the environment and take advantage of the available resources.

Conclusion

Conceptual design is the driver of business processes. It has to be considered that human actions are driven by the concepts that individuals have in their minds. Therefore, when an actual conceptual design has been finished, the solution has been installed in the mind of the participants of the process.

Micro-clinics work with the methodology of business residencies that are homologous to medical residencies. Participants learn by developing solutions.

These micro-clinics are led by a Chief Resident. The participants are coordinated by a member who assumes the role of the Ombudsman while the responsibility for avoiding fallacies is assumed by the pilot testing.

Business Residencies are organized by multiple micro-clinics where the participants learn to solve problems. This process begins with the conceptual design of the solutions.

Executive Committee

The Unicist Approach to Organizational Development

Print Friendly

Organizational development is defined as the activity that follows the nature of a business defined by its business model, in order to design the necessary strategies to achieve the goals and to build the necessary architecture to achieve the concrete objectives. Organizational development requires introducing an improvement model that allows improving the business processes.

Organizational Development

The Organizational Development of Companies, requires managing the concepts that underlie the specific business functions and the resources that are part of their business processes.

Unfortunately, in the past, organizational development has been mainly associated to deal with integrating people in organizations to improve their business processes.

The development of organizations requires managing their concepts in order to know what is possible to be achieved and to introduce the necessary innovations that allow expanding the business without changing the concept.

The unicist approach to organizational development implies introducing “changes without changing”. This is not a paradox; this approach requires introducing superior technologies in business process that do not change the nature of the business that is materialized in the concept that underlies their business model.

People who manage organizational development need have the concept of the business in which they intend to influence, have a future scenario of the market and the industry, being able to design business strategies and have the capacity of managing the conceptual design of their architecture which implies integrating hardware, software and peopleware.

In the XXI Century, organizational development requires integrating the automation of business processes, the efficacy of the people who participate and the efficiency of the systems of a company.

Diego Belohlavek