Monthly Archives: May 2009


33rd Anniversary of The Unicist Research Institute

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The Unicist Research Institute invites you to toast on its 33rd Anniversary.  We invite you to light a candle for one minute on Monday, 1st of June at 1:00 pm New York time for the new era that began in the field of complexity management after the discovery of the ontogenetic intelligence of nature.

33anniversary

We are celebrating this anniversary having installed the countdown of the first ontology based knowledge building search engine available in the world:

We are making a business knowledge building engine available for the business world. It includes the technical, analytical and fundamental knowledge to make reliable decisions. The factual and analytical knowledge-base is provided by the existing search engines. The fundamentals knowledge bank is provided by The Unicist Research Institute based on almost 3,000 ontological structures, including the archetypes of 51 countries,  researched and discovered during the last 30 years in the field of individual, institutional and social evolution. The unicist ontology based fundamental analysis made the approach to complexity reliable and a cybernetic approach to business possible. This participative knowledge building technology will expand the technical, analytical and fundamental knowledge bank ad infinitum.

http://www.unicist.com

Access more information on the ontogenetic intelligence of nature:
http://www.unicist.org/deb_uoin.php

Executive Committee
The Unicist Research Institute

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Unicist Conceptual engineering requires being innovative

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Concepts have fuzzy limits. Sound knowledge and an innovation capacity are required to deal with fuzzy limits. Conservatives, hedonists, innovation phobics and innovation busters cannot develop conceptual engineering designs. Innovators are required to solve the conflicts between the existing facts and the possibilities that are being expanded to produce a new conceptual solution. This conflicts need to be experienced in order to be managed.

Access more information on Innovations at:
http://www.unicist.org/deb_int.shtml

Access Unicist Innovation Management at:
http://unicist.net/entrepreneuring

The Editor

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Talents to deal with unicist conceptual engineering

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To develop unicist conceptual engineering designs it is necessary to emulate the structure of the nature of the object that is being designed. This requires to work within the field of the talents the designer has. There is an implicit cycle here. Individuals are talented in the field they have their learning capacity and also have an extreme learning capacity in the field of their talents.

Find more information about the use of talents at: http://www.unicist.org/talents

The Editor

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Unicist drops for engineers’ work

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…ordinary people do;
they raise when they do what they love;
but they elevate much more when they do what they love
and love what they do…

An analogy to guide reflection

Only those who love what they do
can access the real knowledge
of what they are doing….

Extracted from the book Unicist Riddles (*) by Peter Belohlavek

(*) Riddles have many solutions. In the Far East, riddles are used to develop internal freedom and responsibility

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Unicist diagnostics in engineering

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Etymologically, diagnosis means discerning, distinguishing. The everyday use of the word also implies seeking for the causes of a problem.
From a conceptual point of view, diagnoses are made to forecast and to exert influence on a reality. The level of the groundings upon which diagnoses are based defines its level of accuracy.
Diagnoses necessarily include intuitive aspects when approaching new situations. The difference between diagnoses does not lie in the intuitive approach, but in the processing of the information that intuition offers.
We have identified five levels of diagnoses:

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

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

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

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

The causal diagnosis
The causal diagnosis is a systemic approach to reality. It is a systemic diagnosis that analyzes the functionality of a given reality. It sustains the solution of complex problems with low ambiguity levels.

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

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

Access more information at:  http://www.unicist.org/deb_uad.php

The Editor

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Unicist Strategy towards Natural Organization

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The natural organization is just a homeostasis integrating the needs defined by the type of business and the type of a company.
The operational type of a company is defined by the integration of enterprising and entrepreneurial attitudes. The type of business depends on the integration of hunting and farming components.
It is necessary to define the trade-off between entrepreneurial and enterprising attitudes consistent with the farming or hunting nature of a business.

Enterprisers & Entrepreneurs
Entrepreneurs are basically freedom seekers. They build businesses based on “personal push” and promote those businesses where they can feel the personal pleasure of having achieved a goal.
They are focused on action and competitiveness is their way to understand a company. They need to compete to feel the company is growing. Market growth is based on the entrepreneurial attitude of the members of a business.
On the other hand, enterprisers are institution-focused. They seek institutional security as a base for personal and business development. They push and promote businesses based on brand and productive and/or financial power.
They are focused on systematic actions and cooperation. Synergy is their main tool to develop businesses. They enjoy structuring businesses and building solid alliances.

Hunters and farmers
Economic activities can be synthesized in man’s most ancestral pursuits: hunting and agriculture.
When man began hunting he was a nomad and that generated a series of individual and social attitudes and behaviors according to that activity. There are company activities that have the same features as the hunt.
The construction, engineering, consultancy and direct sales are only a few examples of the hunt. The criteria of reality, astuteness and opportunity are the basis of the hunting business.
Man became sedentary when he learned to manage agriculture. Agriculture requires a series of preparatory activities, the availability to cultivate the land, the use of fertilizers, etc.
It requires time management that implies, in traditional farming, preparing the earth, sowing, protecting what has been sown, harvesting and then separating the fruit from the rest of the materials that grow.
There are company activities that have the same features as agriculture. Farming, large-scale manufacturing, passive sales and communications, are only a few examples of the farming business. Adaptation to the environment, tenacity and heavy work are the basis of the farming business.

Obviously, there are variations in this classification, which have to do, for example, with whether it is small-game hunting or big-game hunting. Selling encyclopedias on CDs door-to-door is a small-game hunting activity. On the other hand, extensive farming is not the same as intensive farming. Using this logic, we can find the nuances that mark the actions within a company, and categorize the company according to its activity.

Access more information at:  http://www.unicist.org/d_no.php

The Editor

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Conceptual Engineering – Free lecture on Unicist Thinking

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We invite you to participate in the Lecture on Unicist Thinking that will be led by Peter Belohlavek on May 15, 2009 and will be held at the The Unicist Research Institute’s webconference system at 9:00 am New York time.

You can register as a guest (free of charge) at:
http://www.unicist.org/registration_ut.php

This lecture is part of the Program developed and sponsored by The Unicist Research Institute for the Goodwill Network.

Access more information at:  Google books

The Editor

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Unicist ontology of decision making

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The discovery of the unicist ontology of decision making opened the boundaries of “defensive” decision making, widening the possibilities and the probabilities of accurate decisions.

To be able to deal with the nature of decision making it is recommended to begin with the operational aspects of decision making.

The purpose of a decision making process is to be able to make decisions that are justified and grounded.

Decisions are produced because they are needed. When there is no need to decide the decisions become just a utopia the individual has in mind to deal with reality. That is why decisions exist when they are implemented. If not, they are just an alternative that will be considered when time for decision making comes.

Justifications put the decision making process into action. Justifications are the reasons why a decision is necessary. There are materialistic justifications, ethical justifications and personal justifications.

Unicist Ontology of decision making

Materialistic justifications are the “economic” objectives to be achieved through the decision making process. They are the active function of any justification process. The human decision process is put into action by materialistic needs.

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.

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

A decision making process ends when the decision has been implemented. Until the implementation has been done the decision is a hypothetical idea. To develop a decision process it is required to follow the natural taxonomy of decision making.

Unicist decision making in the field of complexity implies first exploring the possibilities and then defining the probabilities. By managing the ontology of decision making you will have a tool to secure the accuracy of results.

Access more information at: http://unicist.org/d_dm.php

Peter Belohlavek

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Unicist Drops – Problem solving – Pastime for the weekend

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Three men see a block of marble.
One sees the beauty of the marble.
The other sees the value of the marble.
The sculptor sees the statue within the marble…

An analogy to guide reflection

Only those who are able to see
the solution within the problem
can deal with its nature…

Mesianic heroes need to think that the
solution comes from them.

Extracted from the book Unicist Riddles (*) by Peter Belohlavek

(*) Riddles have many solutions. In the Far East, riddles are used to develop internal freedom and responsibility.

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Unicist Approach to Intellectual Capital Building

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Intellectual Capital is one of the elements that defines the business potential of a company. The intellectual capital is defined as the capital that is based on differential knowledge that can be materialized in human capital and objects. In this sense: patents, brand, models, methods, intellectual property, industrial secrets, data bases, information on clients, etc. are to be considered.

In this sense, human capital is represented by the individuals’ capacity to improve efficacy, synergy and the return of investment to a point where the strategic goals, the mission and the vision of the company are achieved or fulfilled.

On the other hand, an object is defined as an entity, which carries an implicit extrinsic concept that adds value, and has its own quality assurance system.

The unicist approach to IC building structures the concept of IC in order to define its nature and catalyze its development.

Intellectual capital is defined by the integration of the following concepts:
-Objects
-Human Capital
-Credibility
-Innovation

Click to enlarge

Click to enlarge

As IC is based on differential knowledge that can be materialized in human capital and objects.
Companies can take different approaches towards the development of intellectual capital: they can either be predominantly object-oriented, or predominantly centered on human capital. And in the process of constructing “Differential knowledge” they lean on “Credibility” to build secure, plausible knowledge (through human capital or objects) and at the same time they seek “Innovation” to overcome scarcity.

While in all the companies that have been studied both approaches coexist, there is always one which is predominant.

On the one hand, companies that are predominantly centered on human capital use conceptual ideas to develop innovations and seek a context of subjective credibility to develop IC within the organization. These companies are centered on human capital building as a way to construct their “differential knowledge” in the market.

But on the other hand, predominantly object-oriented companies are centered on implementing operational innovations and base their success in the objective credibility (both of their operational innovations and objects). These companies are centered on developing objects as their strongest IC.

These two approaches respond to different rules of the game. In the object-driven approach, IC is predominantly assessed through the added value of objects that act as operational innovations and have a functional objective credibility context that fosters their development.

On the other side, the subject-driven approach is focused on Human Capital as a generator of innovations to improve efficacy, synergy and the return of investment according to the companies’ goals.

Understanding the nature of both models helps companies to focus on the possibilities of developing each.

But it is important to keep in mind that while Subject-driven IC is the base or pillar to start any IC development project, it is only Object-driven IC the one that fosters IC expansion in the environment.

Diana Belohlavek

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