Unicist Corporate University


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/engineering/wp-content/uploads/2016/01/turi.pdf


Unicist Coaching: Understanding the Nature of Things

Many, many years ago a centipede, which lived in a forest, had unsolvable problems. His salary was insufficient to pay for the shoes he used. His life was empty. No cinema, no theatre, no vacations; nothing that required money to be bought.

The OwlThe centipede had been searching for solutions all over the forest. He went from stone to stone, from tree to tree, from friend to friend. No solutions were found, just desperation.

Finally he met a friend who proposed him a solution. Why don’t you visit the owl? He is the senior consultant of the forest. He is wise and counsels everybody. He is really respected in the forest.

After thinking it over for some time, he decided to go. His situation was unbearable. No cinema, no anything. Surviving was the most he could do.

The great day came and with hope and joy he visited the owl and told him his story. The owl listened carefully and respectfully. Finally after reflecting on the centipede’s problem he proposed a solution.

“I have the solution for your problem,” said the owl. “Put on a pair of wings and fly”.

“Thank you!” replied the centipede. “I have finally found my way. Now I will be able to go to the cinema and to the theatre.  I will be able to live my life again.”

After leaving the owl’s room, the centipede thought, ‘how can I do that?”

Immediately he returned to owl’s office and asked him how to use the wings and fly.

With the same formality he had used before the owl replied.

“Look, the responsibility of a consultant is to propose ideas. Implementation is the client’s responsibility.”

The centipede did not just leave the room. He fled…..

He stayed alone for more than a month. The problem was harassing him. He could not see a way out. His alternative was to commit suicide, but he could not find the courage to do so.

Some time after, while resting on a stone with his eyes looking nowhere, an ant saw his depressive look.

“What is wrong with you? Why are you sad? The day is nice, it is spring; what is your problem?” the ant asked.

The centipede felt the need to tell him his story. The ant listened carefully and suggested him to talk with the eagle (*), the other counselor in the forest.

“No way! I do not want to talk with anybody again.” said the centipede.

“You have no choice”, replied the ant. “And please consider that it has been very helpful in my case.”

The EagleFinally he decided to go. He was really scared.

The eagle had a penetrating sight that appeared extremely aggressive. The centipede began to tell him his sad history, but he could not finish. The eagle interrupted him.

“I have the solution for your problem”, said the eagle.

“I have seen this movie before” thought the centipede.

“Just use half of the shoes. Use one foot with a shoe and leave the next barefooted. Thus you will reduce the cost of the shoes you have to buy. After having this done for a month, please come to visit me again.”

He left the room limping. Toc, non-toc, toc, non-toc.

After some time he rebelled. He left the shoes aside.

“No more!!!” He said, and began walking barefooted.

He had found his way. He didn’t use shoes anymore.

That is why, to this day, centipedes do not use shoes.

He never visited the eagle again. What for? His life was on its way. From time to time, when the eagle and the centipede met in the forest, they smiled at each other.

(*) Eagles and owls are deadly enemies in nature.


Extracted from the book “Unicist Riddles” by Peter Belohlavek.

Which are the fundamentals of the eagle’s proposal?
Why are eagles and owls deadly enemies in nature?

“Riddles” have many solutions. In the Far East, the “riddles” are used to develop internal freedom and responsibility.

Academic 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.
https://www.unicist.net/engineering/wp-content/uploads/2015/08/turi.pdf


Ethical Intelligence as the Driver of Adaptive Business Processes

The ethical intelligence included in the institutional archetype of an enterprise defines its level of adaptiveness in the market. The level of adaptiveness is implicitly included in the business strategy and the business architecture of a company. It has to be considered that there are two basic attitudes in business:

Ethics is a human intelligence that gives support to the individual’s capacity to adapt to an environment. Ethical intelligence is the basis for: added value generation, individuals influence on the environment, time management, strategic planning capacity and focusing.

Ethics is a human intelligence that gives support to the individual’s capacity to adapt to an environment. Ethical intelligence is the basis for: added value generation, individuals influence on the environment, time management, strategic planning capacity and focusing.

  1. An Adaptive attitude that allows influencing the market while being influenced by it.
  2. An over-adaptive attitude that drives to dominate, submit or oppose the market.

Adaptive processes are implicitly complex; this implies that the market and the company need to be considered as a “unified field” in order to be able to exert influence while being influenced. But this complexity needs to be simplified in order to make work processes manageable by anyone.

Therefore adaptive business processes, including adaptive automation, demand using behavioral segmentations to define adapted actions that require identifying the counterpart that is being influenced. It requires being client focused while obtaining the corresponding benefits as a counterpart.

Client Centered Management is the organizational meta-model that establishes the rules to be considered by companies that have decided to develop an institutionalized strategy in their market. It emulates the adaptive behavior of nature.

This client orientation allows developing adaptive automated processes that include the use of business objects and commercial objects that simplify the adaptive process and ensure results. The adaptive automation is what makes adaptiveness manageable in business.

Therefore the ethical intelligence implicit in the business strategy is what defines the level of adaptiveness of a business process.

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/engineering/wp-content/uploads/2014/09/turi.pdf


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. http://www.unicist.org/repo/index.php#Unicist


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


Rediscovering the client: Client Centered Management Model

Client Centered Management is a breakthrough and a back to basics to provide an adequate environment to grow. It is a management model that was developed to establish the rules for an optimum use of the company’s energy so as to satisfy its internal and external clients. When talking about the external client in the company we necessarily refer to the customer and the shareholder.

Client Centered Management (CCM)CCM is a meta-model to provide result-assurance, client orientation and secure added value to an organization. It is the natural model to expand businesses.

The principles that integrate the CCM meta-model are:

1. Divide the processes into client-supplier units

This division aims at determining which operating units have a clear “output” so as to be suppliers and which have a clear “input” so as to be considered clients.

2. Minimize intermediaries

This principle follows the natural concept of “the larger the number of intermediaries, the bigger the entropy”.

3. Services or products received are paid for

This principle makes the organization become more aware of costs and benefits and enables negotiating goals to obtain measurable and predictable results.

Maximal Strategy:

4. Each client has only one supplier

The principle that each client has only one supplier defines the role of the supplier which drives towards a solution driven approach and not only a task driven approach.

5. First giving, then receiving

It implies that services are paid for once rendered and not during the rendering process or in advance. There can be grounded exceptions to this in the organization.

6. Delivered out of time is considered undelivered

In practice, it ends up in an incentive system for each delivery on time and a punishment system if the dispatch is made out of time.

Minimum Strategy:

7. Every client may change his supplier

The organization’s success is given by its capacity to satisfy the clients’ needs. This obliges the organization to manage the unfulfilled situations a supplier may have.

8. He who needs claims

“He who needs claims” is a principle based on the KANBAN approach which is closely associated with the natural tendency of satisfying one’s own needs.

9. Each supplier counts on his client’s trust

One of the basic principles of any successful large company is having a high reliability level. Reliability and trust are “sine qua non” principles for CCM’s application.

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


Family Companies: About Hunting and Farming Businesses

Economic activities can be synthesized in man’s most ancestral pursuits: hunting and agriculture.

Family BusinessMan began hunting, in that era he was a nomad and that generated a series of individual and social attitudes and behaviors that accorded to that activity. There are company activities that have the same features of 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 of land to cultivate, 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 of 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. Extensive farming is not the same as intensive farming. And so we can find the nuances that mark the actions within a company, and categorize it according to its activity.

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 Approach: the Nature of Adaptive Systems for Work

Businesses are typical adaptive systems. We use the word “business” as a synonym of “work”. Businesses need to adapt to the environment in order to achieve the permanence of their transcendent goals and the personal goals of their participants.

Work as an Adaptive SystemAdaptive systems for work are entities that interact with the environment having the characteristics of a complex system but with an implicit and explicit duty to produce a predefined result.

Work is an environment that generates the need of adaptive systems in order to produce results and administrative systems to use and control the methods used.

The maximal strategy implies achieving or overcoming the planned results using procedures with the necessary flexibility and controlling them based on the feedback of the market.

The minimum strategy is based on using strict methods that use rigid procedures and intrinsic control systems based on accepted standards.

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