Peter Belohlavek


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


Unicist Logical Approach: Automation of Business Processes

We define automation as a process that includes automatic behaviors which can be self-executing or human triggered. A sound knowledge of a given reality is necessary to apprehend its automation. The deeper the knowledge the higher is the possibility to automate a process.

EffectivenessThe simplest way to acquire a comprehensive knowledge is to divide a process into independent parts and then integrate them interdependently.

The deeper the knowledge of the wholeness of a reality, the better the automation solution in terms of energy consumed to reintegrate its parts.

Automation

The first aspect to be considered is to relate the architecture of a given reality with its conceptual engineering.

Conceptual engineering defines the architecture of a problem. To do so it is necessary to structure the concept of that reality.

Architecture is used to define the concepts of a reality materializing them as solutions, within the possibilities of existing knowledge.

Redesigning the automation of a process implies restructuring its functionality in terms of effectiveness.

Effectiveness = Efficiency*Efficacy*Automation

The concept of effectiveness was discovered at the beginning of the seventies.

The first approach to effectiveness implied adding efficiency and efficacy to achieve the best possible result.

It was an empirical solution to develop work processes optimizing the efficiency of the systems and the efficacy of humans.

In those times people were trained to develop the necessary skills to manage their work processes.

The results of this approach were inconsistent. “Change resistance” was the natural explanation for inadequate results.

The research on effectiveness, considered as an adaptive complex system, showed that its components should not be added, but should be integrated. Integration means conjunction. Conjunction, in mathematical terms, means multiplication.

This was the first approach to the conceptual analysis of work processes, which implied the integration of the three components of Effectiveness (Automation, Efficacy and Efficiency). In those times they were considered as variables, which at the end were defined as the functions of a concept or the dimensions of an ontology.

Analyzing a work process from this point of view implies recognizing a different aspect of a workflow. This approach is much more flexible and offers much more possibilities than the empirical addition of efficacy + efficiency.

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


Using consultants as catalysts in power driven organizations

Power driven organizations are focused on their “shareholders”. They might be not-for-profit organizations, businesses or “solopreneurs”; in all the cases they are focused on the needs of the “owners”.

Business ConsultantsThe natural role of a consultant is:

1) To be an expert who provides expertise.

2) To be a tool provider.

3) To be a technology provider.

The role of what has been named a pseudo-consultant is:

1) to outsource work processes

2) to provide opinions

3) to work as a catalyst

Power driven organizations do not use consultants, they use pseudo-consultants. When using pseudo-consultants they cannot accept including them in the circle of “WE”.

Therefore they are an external element that is used to empower their system because of some problem the organization has to solve. This means that the pseudo-consultants are not part of the business processes and therefore function as an external element that works as a catalyst.

A business catalysts works as a competitor with the system it is catalyzing. That is why catalysts wear out by using them. Pseudo-consultants get worn out in these organizations, and at the end they are perceived as a “persona non grata”.

Also consultants work as catalysts but what catalyzes is the functional expertise, the tools or the technology. What gets worn out is the objective added value which is absorbed by the organization as soon as it is installed and “vanishes” as a catalyst. The subjective role of the consultants becomes upgraded during this process.

Pseudo-consultants are used as “subjective” catalysts, and the organizations compete with them in order to “beat” them to avoid their competition with the power of the members.

That is why “institutionalized consultants” cannot work with power driven organizations, and power driven organizations need to have a reservoir of consultants to use when needed.

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