Social development


Cultural Adaptiveness drives Social Expansion

Cultural adaptiveness is the central gravitational force that fosters expansion. It is homologous to institutional expansion processes. The core of the adaptive behavior is to make growth in an environment possible.

The unicist ontological structure of adaptiveness includes counterintuitive elements that make it difficult to apprehend because of the pre-concepts people have. The final purpose of cultural adaptiveness is to achieve growth using influence on the environment to produce it.

Over-adaptation works as a driver for cultural degradation but also as an energy conservation function in adaptive environments, a fact that can be considered counterintuitive.

That is why over-adaptation can only be apprehended if it is experienced.

Types of adaptiveness in cultures:

Four segments of adaptive behaviors have been identified. These segments are:

  1. Doers – Doing driven
  2. Members – Belonging driven
  3. Leaders – Sharing driven
  4. Innovators – Expanding driven

1) Doers

Adaptiveness is solution driven. Adaptive processes imply being able to integrate the environment with the individual in a value adding relationship.

That is why it generates a spontaneous solution approach that is the basic driver for doers. They accept to deal within the system of a culture assuming a dominant role in order to adapt through their actions.

The segment of doers is driven by their integration through their deeds. They are naturally value generation driven and profit from their counterpart. They naturally tend to marginalize those who tend to profit from the environment.

Doers seek for the expansion of the vital space through the prevalence of the culture as a system and the influence through actions.

2) Members

Their concept of belonging drives them naturally towards the exclusion of outsiders.

This is not a racist feeling they have but the feeling that all those who do not share the spirit de corps of a culture need to be excluded from the system.

This exclusion is not necessarily an active action but it always includes the establishment of the limits between those who belong and those who do not.

They are the conservative members of an Establishment that foster the maintenance of the original values that are included in the institutional or cultural archetypes.

Their submission to the system is based on the existence of barriers that separate the people that belong to the Establishment from those who do not.

Their behavior is fully institutionalized to foster the development of the culture in order to expand its vital space.

3) Leaders

This is the segment within an adaptive institution or culture that fosters its expansion based on developing the power of its social capital and the cooperation among its members.

The goal of these leaders is to expand the power of a culture to influence the external environment.

They develop their actions within a conservative context representing the values that are implicit in the institutional or cultural archetype.

They are participative, being able to share their vital space to foster the development of the social capital.

They represent the nationality of an institution or culture and are the leaders of their spirit de corps to expand the vital space.

4) Innovators

They are the members of an institution or culture that foster the evolution of the archetypes of such culture in order to increase its vital space in the environment.

They are driven by competitiveness in order make the expansion of the vital space through the introduction of innovative actions possible.

They propose new technologies that naturally influence the evolution of the dominant ideology and the dominant ethics of a culture.

These innovators are the natural heroes in the cultures and succeed if they are able to structure the innovations within the system.

They are the generators of the innovations that empower the social capital. This segment is accepted based on the expansion of the vital space it produces.

Their role in the system is the expansion of its boundaries which happens when they accept the limits of the cooperation in the institution or culture.

Conclusions

Adaptiveness has naturally a high level of entropy. The level of entropy is high because it needs to work within a complex adaptive system where the needs of the institution or culture and its environment need to be integrated.

Institutions and cultures need to establish the system that defines their structure. It can be said that the basics of countries considered as adaptive systems are given by their constitutions and the basics of institutions are given by their visions.

Constitutions and visions are functional when they are consistent with their real archetypes. They produce the conditions for a structural over-adaptation when they are not consistent.

Peter Belohlavek

NOTE: The Unicist Research Institute has been, since 1976, the pioneer in complexity science research to deal with adaptive entities and became a private global decentralized leading research organization in the field of adaptive systems and environments. It was one of the precursors of the Industry 4.0 concept.


The unicist ontology of Innovation Blindness in Social Behavior: The development killer

The development of unicist technologies and their implementation processes required the research of innovation blindness to develop strategies to avoid it.

Change blindness is a well known and experimented subject. The research was developed by different educational institutions:
http://viscog.beckman.uiuc.edu/change/people.shtml

Innovation blindness is an unconscious response of individuals who do not perceive the proposed change, when the conditions to make use of it are not given.

The avoidance of energy consumption to introduce a new task in an individual’s brain is the functionality of innovation blindness.

Causes of innovation blindness

There are social and individual causes.

Social causes

1) When there are utopias implicit in the innovations that are out of reach for a group or society.
2) When the innovation does not respects the myths of a culture.
3) When the innovation disrespects the taboos of a culture.
4) When the innovation modifies the ethics of a culture.

Individual causes

1) When it modifies an individual’s habits.
2) When it modifies the ethics of an individual.
3) When the “functional recreation” by a user requires a level of knowledge the individual doesn’t have.
4) When the ego or the “business” of an individual is affected.
5) When an increase of responsibility of the user is required and s/he has no need to assume it.
6) When an increase of internal freedom of the individual is required.
7) When it stimulates guild or fear of the user.

You can find information on Innovation Blindness in the Unicist Business Search Engine: http://www.unicist.com

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

Your comments are welcome.

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.

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