Peter Belohlavek


The Functionality of Catalysts

Catalysts are needed to ensure the achievement of goals in adaptive environments. The more differentiated the action of an individual or organization, the more influence is needed to adapt in an environment.

The research on social and business catalysts developed at The Unicist Research Institute discovered the different types of catalysts according to specific functionalities as well as how catalysts accelerate the introduction of the concept of Industry 4.0 in an organization.

Industry 4.0 Catalysts

Understanding the catalysts that accelerate the Industry 4.0 installation will help to understand the concept of catalysis.

The research found the catalysts that drive the introduction of Industry 4.0 and their functionality:

  • The generic catalyst, which opens the access to Industry 4.0, is customer orientation. It allows palliating the implicit weaknesses of the processes that are installed. It is based on the segmentation of the participants in the processes.  
  • The systemic catalyst is given by the access and management of the root causes of processes, which ensure the functionality of the technologies used.
  • The specific catalyst is the use of artificial intelligence to ensure the accuracy of results.
  • The conjunctural catalyst, which exerts the highest level of influence, is defined by the competitive strategy of an organization.

The attributes of a brand are a basic example of a universal catalyst, which is always part of a process. Exceptionally, brands work as composed catalysts that include the different levels (Apple, Speedo, etc.). Normally, they work as a hygienic catalyst that sustains the catalyzing processes. When it is an internal process in an organization, the attributes of the brand define the values of the culture and when it is an external process, the attributes define what the environment can expect from a value proposition.

To find the catalyzing objects, it is necessary to manage the fundamentals of a process. It is very simple to find them when there are successful experiences in a field. Semiotic groups are used to confirm the validity of the catalysts that work at the different stages of a processes.

Learn more: https://www.unicist.net/conceptual-design/catalysts/

Unicist Press Committee

NOTE: The Unicist Research Institute has been, since 1976, the pioneer in complexity science research where the Unicist Evolutionary Approach was developed. 


How Social and Business Catalysts Work

The research on social and business catalysts developed at The Unicist Research Institute unveiled their nature to accelerate processes and their levels of acceleration.

According to this research, the functionality of catalysts requires that their work be “redundant” with the causes of the problem they solve. Catalysts cannot work in non-adaptive environments. Catalysts accelerate social and business processes:

Social & Business Catalysts Functionality

1) They simplify processes by increasing their efficiency. Therefore, there is less need of efficacy to ensure the achievement of effectiveness.

2) They manage the root causes of social and business functions, which are driven by the dysfunctionality of the concepts and fundamentals that underlie their processes.

3) They palliate the dysfunctionality of the implicit weaknesses of the strengths of processes. Implicit weaknesses are the dysfunctional consequences of any strength in adaptive environments.

Levels of Acceleration

The levels of acceleration catalysts introduce in processes, depend on the specificity of their functions.

a) Generic catalysts accelerate the functionality of institutions or organizations. Their acceleration is (+).
b) Systemic catalysts accelerate the functionality of functions and roles. Their acceleration is (++).
c) Specific catalysts accelerate the functionality of processes. Their acceleration is (+++).
d) Conjunctural catalysts accelerate the functionality of conjuncture driven processes. Their acceleration is (++++).

The dysfunctionality of catalysts, because they are inconsistent with the environment or because they don’t have the necessary influence on it, deaccelerates social and business processes. The pilot testing of catalysts ensures their functionality.

Learn more: https://www.unicist.net/conceptual-design/catalysts/

Unicist Press Committee

NOTE: The Unicist Research Institute has been, since 1976, the pioneer in complexity science research where the Unicist Evolutionary Approach was developed. 


Unicist Operational Objects for Business Processes

Operational Objects are those whose aim is to generate an appropriate value for the people handling them. This means that the operational objects should produce “incomes”.

Operational objects are centered on processes, with non-ambiguous methodologies and implicit quality control systems.

Every object needs to have operational aspects that are useful for the client system to appropriate value since they generate the operation and results.

There are objects that only have operational aspects, and these are those that have the highest obsolescence speed due to the changes in technologies/methodologies.

The maximal strategy of operational objects is defined by the use of an ontological methodology to earn value within an environment based on quality control.

Operational objects require the participation of people who follow this ontological methodology, generate the added value and control the quality of what is being produced.

They are encapsulated methods that need to be strictly fulfilled to ensure the minimum strategy which is based on following taxonomic methods that produce a functional value and are fully reliable.

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/conceptual-design/wp-content/uploads/2016/03/turi.pdf


Discovering the natural structure using reverse engineering

Ontointelligence defines the capacity of individuals to deal with complex problems. Ontointelligence is integrated by the individuals’ strategic intelligence, their type of logical thinking and their ethical intelligence.

Ontological Reverse EngineeringThis defines the focus of an individual’s activity, the value s/he adds to the environment, the capacity to forecast the future and the field in which an individual is naturally successful.

Intelligence evolves when an individual matures. The maturity permits an individual to achieve the maximal level of influence on reality.

Backward-chaining thinking implies being able to think from the end to the beginning. Consider a mounting line. It is the capacity of an individual to decompose the final “product” into its components.

When we are talking about ontological reverse engineering it means that in this process the individual is able to find the nature of a specific reality. To do so, an individual has to be able to discover the structure of the nature of that reality.

The ontological reverse engineering process is the basic approach to rediscover the concepts of a reality that have been discovered. And in order to do this, individuals need to discover the components of the “mounting line” that define the final reality until they had found the objects that integrate that reality.

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/conceptual-design/wp-content/uploads/2015/12/turi.pdf


The Power of Unicist Object Driven Continuous Improvement

The purpose of continuous improvement is to increase effectiveness.

Unicist Continuous Improvement1The active principle that sustains the maximal strategy is driven by innovation and the energy conservation principle that sustains the minimum strategy is based on quality assurance.

Unicist continuous improvement integrates innovation to improve the processes and objects that are being used to implement medium and /or big changes, using quality assurance, the client centered management model and the personalized organization model to ensure the achievement of a higher level of effectiveness.

Maximal strategies are driven by innovation. They are put into action by the implementation of big changes that go beyond the existing boundaries of the present operation and are sustained by the external need represented by the client centered management.

Minimum strategies are driven by quality assurance, put into action by the development and implementation of medium changes and sustained by the personalized organization that ensures an effective participative action model.

The operational aspects of this unicist continuous improvement process can be defined as:

1) Internal Project Managers

There have to be internal project managers who participate in a learning program to deal with a unicist strategic approach to change and continuous improvement.

2) Unicist Change Management Technology

The unicist change management technology has specific objects, procedures and methods to be used to manage change.

3) External Quality Assurance

Quality assurance is a core aspect that needs to be provided externally in order to avoid paradoxical results when introducing changes. The quality assurance process includes both object driven quality assurance and personal control of objects and processes.

4) Objects as drivers, entropy inhibitors and catalysts of change

The unicist approach is based on the use of objects to drive change, inhibit the loss of energy and catalyze the speed of the change. The shorter the transition is, the better the results.

5) Unicist Continuous Improvement Technology

The unicist continuous improvement technology described in the following synthesis allows the development of changes considering the introduction of “changes without changing” based on a participative way to introduce them changing results without changing the real nature of the object/process to be changed.

Conclusions

Big changes have to be considered as necessary changes in order to be communicated internally. They need to be managed integrating the technologies of analytical and fundamental analysis to define the problems.

They need to be sustained by continuous improvement actions and an object driven organization to ensure that the outcome of this change is an effective structured solution and not only a conjunctural subjective approach to solve an extreme need.

Diego 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


Innovative Products Designed as Unicist Business Objects

Innovative products or services need to be designed and managed as unicist business objects in order to avoid their marginalization in the market.

Innovations require having a market position that demonstrates their capacity for generating a superior ROI than the one that is being achieved with succedaneum solutions.

In this case ROI implies, besides a meaningful relationship between investments and income, the existence of collateral benefits.

There is a generalized belief that innovations produce negative side effects. That is why innovations need to be designed to generate evident collateral benefits in order to be desirable.

The improvements of innovations need to include necessarily results, process and systemic improvements. This requires being fully aware of how an innovation is used. Sometimes it might become necessary to build additional objects to complement the use of innovations in order to ensure their functionality.

The quality assurance of an innovation is given by its objective value which is defined by the reference, cost and opportunity values.

The speed of introduction of innovations is multiplied when it has been designed as a business object. If this is not the case the products need to be redesigned or complemented in order to work and be perceived as objects.

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/conceptual-design/wp-content/uploads/2015/06/turi-1.pdf


Business Architecture: The Unified Field of Institutions

Institutions are considered as entities that seek for permanence, being driven by their mission and the rules that regulate their behavior in the environment.

This defines the archetype of an institution that is homologous with the phenotype of a living being.

The institutional phenotype is defined by the natural organization it adopts which is integrated by the structural business model that includes adaptive systems to expand and administrative systems for the energy conservation of the institution.

The energy conservation function defined by the institutional unified field is given by the strategy it has, which includes both the maximal strategy to expand beyond the boundaries and the minimum strategy to survive.

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.


Logical Management Tools: Unicist Business Diagnostics

The purpose of unicist diagnostics is to find solutions in the field of adaptive systems.

Unicist Business DiagnosticsTherefore the development of diagnoses, including the implementation of the solutions, is the core activity to develop consciousness that can be done after the previous activities have prepared the context.

It demands a very strong will and inner time to develop diagnoses knowing that they probably will have to be redone in order to build true solutions. Diagnosing and learning from the implementation of solutions is the driver to expand personal maturity.

There is the need of segmenting the diagnosing processes in order to make them more accessible for the different levels of diagnosticians. Symptomatic diagnoses demand a lower level of knowledge and awareness than the diagnoses of the unified field of an adaptive system.

The segments are:

  1. Descriptive Diagnoses
  2. Static Diagnoses
  3. Causal Diagnoses
  4. Conceptual Diagnoses

Descriptive Diagnoses

They are based on a detailed description of the signs (facts) of the adaptive system within the limits of the symptoms defined by the responsible diagnostician or client.

Static Diagnoses

They are based on the development of a diagnosis comparing the signs with the categories of a standard or an ontogenetic map within the limits of the symptoms defined by the responsible diagnostician or client.

Causal Diagnoses

They are systemic diagnoses of the unified field of an adaptive system, in which a systemic compromise is made to deal with the functions of an adaptive system as variables. The limit of the diagnosis is the actual unified field of the adaptive system.

Conceptual Diagnoses

They are the diagnoses of the actual adaptive system and its possibilities for expanding, based on the ontogenetic maps that define its functionality. The limit of these diagnoses is the actual unified field and the possible expansion of the adaptive system.

Learn more about the Logical Management Tools at:
http://www.unicist.net/management-tools.php

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/conceptual-design/wp-content/uploads/2014/08/turi.pdf


Everyone can use unicist thinking to make decisions

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

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.

If you invest the necessary time you will harvest the consequent success.

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


Adaptive Systems: How does Unicist Quality Assurance Systems work?

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.

Unicist Quality AssuranceQuality assurance is of vital importance in the life sciences field.

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.

Elements included in a Quality Assurance System:

  1. Plan A, B, C and D
  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

Without quality assurance there is no reliability in results. The quality assurance concept is very hard to apprehend and internalize. In order to do so it is necessary to see the elements described above within oneself. It is only as of this that a quality assurance process can be developed.

Diego 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