Unicist Logical Approach


Business Growth: The Unicist Critical Mass Method

The Unicist Critical Mass Method (UCMM) is a strategic approach to define the processes established by the business architecture in a way that ensures the results to be achieved.

Unicist Critical Mass MethodThe Unicist Logical Approach requires the use of critical masses in the adaptive business processes. A Unicist Critical Mass is the smallest amount of force that is needed to generate the integration of the elements of the unified field of a human complex adaptive system to produce results.

The Unicist Critical Mass Method (UCMM) is a design process that allows integrating the business architecture with the necessary synchronicity to be able to have a critical mass to add value and take advantage of opportunities. It requires a natural object driven organization with an adequate quality assurance process.

The quality assurance process that is included in the Unicist Critical Mass Method is based on having secure knowledge, on the use of destructive and non-destructive pilot tests to define the limits and validity of the solutions and on the existence of plans A, B, C and D to ensure results.

The Method

The UCMM follows the taxonomy and the ontological algorithm of the ontogenetic maps that correspond to the function of a business unit or process. The taxonomy defines the integration of the objects or concepts that are included and the ontological algorithm defines the process.

Generic Ontogenetic MapThe problem of using this method is that it is a strategic method, with strict hierarchical and relational rules to be applied but where the components are adaptive systems in themselves, like business objects, that need to be considered as having open boundaries and interdependent elements.

Strategic methods need to be apprehended as a unified field having a positive solution thinking mind. If we take a look at the abstract ontological structure of an ontogenetic map, it can be seen that there are three pilot tests and a previous launching evaluation in any adaptive system.

The idea of a concept (see 1 in graph) is the starting point that opens the possibilities of an individual to participate in the use of the UCMM.

Everything starts with a very simple and transparent approach to reality where the idea is installed in an ambiguous way and those who participate start working with it according to their own perception of reality.

Critical mass implies integrating the elements that are part of a unified field and this has to happen in a hierarchical order and a relational conjunction.

The hierarchical order follows the evolution law and the relational conjunction implies that the distance of the events has to be according to the necessary timing to generate a synchronicity of the elements to work as a unit to produce results.

Critical Mass Method SchedulingEvery event of the process of the UCMM has two schedules that have to be followed. Without following them there is no possibility of achieving a critical mass.

For each event to be synchronic within the whole process it has to take place within a framework of time, no sooner than the earliest implementation time, and no later than the latest implementation time. Outside this timeframe the event lacks synchronicity and is therefore dysfunctional for the creation of a critical mass to produce a result.

Paradoxically, while each event needs to work as a unit within the system, having its own force, this means that it needs to be autonomous, and be able to work as an independent unit, at the same time, each event is required to work interdependently to produce a unique integrated result.

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/conceptual-design/wp-content/uploads/2016/01/turi.pdf


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


The Quality Assurance System defines one’s Reliability

Quality assurance is the difference that makes a person, institution, work group, system, work or product reliable or not.

Quality AssuranceWithout quality assurance there is no reliability in results within reality. The more objective the subject is, the less complex the application of the quality assurance concept becomes. The more abstract, intangible or subjective the result, the more complex this concept management is.

As a final summary of the Quality Assurance process find listed below a synoptic description of elements which includes the Quality Assurance Functional Concept.

The taxonomy is the descriptive one according to order of presentation. However, it implies having a clear understanding of the concept seen as a unit given that the unified field it encompasses may only be apprehended as of this totalizing/integral idea.

Elements included in a Quality Assurance System:

  1. Plan “B”
  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

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 world-class research organization in the field of human adaptive systems. http://www.unicist.org


Unicist Logical Approach: Paradoxes in Innovation Marketing

For any businessman or woman it is self-evident that marketing implies competition with the alternatives the potential customers have in their minds. This implies seeking for the positioning as a first choice in a segment or if possible in the whole market.

But this cannot be done when an innovation is being marketed. Innovations have no substitutes; the alternatives the potential customers can have in their minds are either succedanea or inaction.

In competitive non-innovation markets the active role of sellers is to compete and the energy saving function is given by the capacity they have to cooperate with the prospects. These are naturally demand driven markets because the alternatives are already in the mind of the potential buyers.

In innovation marketing there is no substitute; therefore the proposal stands alone to sustain its validity and cannot be compared. This has two evident consequences.

On the one hand, the core of the approach to the market is the cooperation with the buyer which transforms the competitive capacity with the succedanea or inaction into the energy saving function.

On the other hand, this is a supply driven market which demands a sound knowledge of the subjective value of the innovative proposal in terms of its use value, its referential value which defines the succedanea that are considered, and the opportunity value which deals with the “urgent” need this proposal satisfies.

These structural differences between innovation marketing and non-innovation marketing explain why companies need to separate the management of supply driven markets from demand driven markets.

It is self-evident that innovation marketing is more energy consuming than demand driven markets. But this is compensated by the prices of innovative products.

Innovation marketing will be managed as demand driven markets when both market actions are mixed without separation. They belong to different species and cannot be integrated.

The final problem is that after the innovation has been absorbed by the environment, the supply driven market is transformed into a demand driven market.

This is a mutation that requires reorganizing the marketing process. And the innovation wheel begins to rotate again.

Unicist Press Committee

NOTE: The Unicist Research Institute was the pioneer in using a logical approach to deal with evolution and became a private global decentralized world-class research organization in the field of human adaptive systems.  http://www.unicist.org


Aesthetics is the core of Steve Jobs’ business approach

Apple’s success is based on the capacity of perceiving the latent needs of the market and delivering original innovative solutions.

We hope you made the effort to learn from Steve Jobs about Apple’s fundamentals as we proposed.

If you still haven’t done the “homework” we recommend watching the video before following the reading of the answer to the questions posted:

http://unicist.net/it/learning-from-steve-jobs-apple%E2%80%99s-fundamentals/

We consider that the core fundamental of Apple is aesthetics. But aesthetics is not beauty. It goes beyond.

Apple products are aesthetic because they complete the needs of their prospect clients, they are desirable and harmonic. They also include inaccessible aspects that basically deal with innovative technology.

It can be said that the integration of an innovative technology with the fulfillment of latent needs are the core fundamentals that drive Apple’s business.

Steve Jobs is a doer himself

“Doers make things happen. Therefore, more than ever before, it is time for doers in the world.”

Doers are very special individuals. They are basically individuals whose fulfillment is based on doing transcendent things. They need to achieve what they have decided to do. When things cannot be done the easy way, they find the necessary path to make things happen.

“The world is built by doers and enjoyed by followers”. The joy of doers is in the deed itself.

We hope this has been useful.

Request more information: n.i.brown@unicist.org

Diego Belohlavek
Expert System Manager

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.