The lack of Knowledge kills Innovations

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Social subjectivism is sustained by the lack of reliable knowledge in a field of adaptive actions and is catalyzed by the need of participating. These two aspects ensure the creation of subjectivism as an anti-concept.

The lack of knowledge is produced when people do not have the fundamental and technical knowledge to develop solutions in a specific field.

The need of participation is given when people need to find a place in an environment where they have no added value.

Learning while working is the natural proposal of subjectivists in order to “earn” a place while they say that they are learning. As people learn from mistakes and work has to be flawless, they do not learn and cannot do.

The participation of subjectivists is necessarily over-adaptive and utopia driven. It is over-adaptive because it avoids assuming responsibilities and it is dysfunctional utopias driven because through the utopias they “simulate” an active participation while they hinder functional actions. “Opinators” are paradigmatic examples of subjectivists.

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. https://www.unicist.org/turi.pdf

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Introducing innovations through outsourcing processes

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Innovation Management

To install new technologies, the innovation management process requires integrating the natural competition with the “old” technologies and the use of “oursoucing” as a catalyst.The development of a philanthropic activity in Texas (US) allowed synthesizing a new “Innovation Management”

The development of a philanthropic activity in Texas (US) allowed synthesizing a new “Innovation Management”

strategy. It has to be considered that an innovation is such when it cannot be managed with the existing “mindset” and requires a change of habits.

This research included, among others, the applications at Diners Club (1981), American Express, ING, ABB, BASF, Massey Ferguson, Shell, La Caja, Renault, IBM and TWG.

Competition

This strategy is based on accepting the natural competition between the existing technologies and the new technologies. This competition might have two different concepts: It might be a supplementary competition that implies an opposition of the organization or it can be a complementary competition that is based on the acceptance of a new additional value.

The “supplementation based competition” inhibits any innovation while the complementary competition works as a “gravitational force” to introduce innovations. This gravitational force provides a stable context for the implementation of innovations and sustains the need for them.

Killing Innovations

BIG CHANGES: Unicist Change Strategy“Supplementation based competition” is such when there are “ego conflicts” between the new technology and the leaders of the organization.

This is frequent in small organizations, which are naturally reluctant to innovations. This type of competition is based on considering the new technology as redundant with the existing technology.

Complementary competition, on the other hand, requires using an outsourcing process of innovations.

This implies the outsourcing of the coordination of the process, including the client in such process. This allows introducing the concept of the innovation in order to introduce the necessary “mindset” in the organization. It does not include the outsourcing of the operation, which is done by the members of the organization.

Outsourcing Processes as Catalysts

This outsourcing process works as a catalyst to introduce the innovation, which takes advantage of the natural complementary competition and transforms it into the main force to induce the changes.

Using the outsourcing of services as a catalyst is the most effective way to introduce innovations. But this role has to be formalized in a contract that needs to have an expiration date to ensure that the outsourcing service is not a business in itself.

When the outsourcing process is not formalized, the complementary competition evolves towards a “Competition based on Supplementation” and the change is neutralized. These outsourcing services need to be managed by Think Tanks integrated by members of the Unicist Group and members of the client.

The conclusion of this research work is the end of the research cycle 2015-2016.

It includes:
www.unicist.net/partner-news/148-new-researches-have-been-concluded-since-february-2015

www.unicist.org/conceptual-thinking/human-mindset

This is the “change management” strategy that has been formally adopted as a standard by the Unicist Group and its members. It is the application of the paradigm shift in sciences in the field of “change management”. It makes change management be manageable.

Executive 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/management/wp-content/uploads/2016/01/turi.pdf


Unicist Contingency Rooms

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Unicist Contingency Rooms are organizational units that transform urgent problems into structural solutions. These units are basically organized as teams led by a person who is responsible for the Contingency Room.

Unicist Contingency RoomsWhen they begin their teamwork, the leadership includes the participation of a coordinator, who assumes the responsibility for doing what is needed to find the solutions for the problem that needs to be solved, an ombudsman to represent the needs of the client and a fallacy shooter who ensures that the group manages valid knowledge.

Their final purpose is to solve an urgent problem. Their maximal strategy is to develop the structural solutions while the minimum strategy is to solve the urgent problems.

The double dialectical actions that need to be developed at a contingency room begin by finding the necessary causes of problems in order to develop a structural solution while the second step is to find the triggering causes that generated the urgent problems in order to solve them.

It has to be considered that when a structural solution is found, the problem ceases to exist. Therefore, contingency rooms generate significant added value in their organizations because they ensure the concept of “today better than yesterday” measured in terms of results.

These contingency rooms use a complete set of resources to manage these solutions:

  • Unicist Change Management & Continuous ImprovementConceptual Design Technology – To build the unified fields of the solutions and the layout of their architecture.
  • Continuous Improvement – Which includes the possibility of installing innovations to upgrade or renew processes.
  • Quality Assurance – Which requires introducing automated decisions to ensure the effectiveness of the processes.
  • Problem Solving & Diagnostics Methods – To provide a framework that simplifies the building of structural solutions.
  • Unicist Fishbone – To transform the conceptual design of a process into a manageable improvement process.
  • Unicist Project Manager – To design solutions for complex structural problems.
  • Unicist Library – To have a Knowledge Bank with the information of the concepts of business functions.
  • Avant Garde Groups – To build participative solutions for work processes using the knowledge and experience of the members of an organization.
  • Business Objects building Method – To build the necessary business objects to be inserted in the processes and integrated with roles and the necessary technologies in order to drive, catalyze or inhibit the entropy of processes.

Unicist contingency rooms are a tool for organizational learning and improvement. The organizations that use this approach transform crises into opportunities and problems into solutions.

This requires having an internal “Corporate University”, working as a solution factory, that provides the conceptual framework and the knowledge base for these activities together with the quality assurance for the solutions.

The main problem of contingency rooms is that they require using all the knowledge that is necessary and the main benefit is that it produces monetary results in the short and long run.

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/management/wp-content/uploads/2016/10/turi.pdf


Logical Management Tools: Unicist Change Management

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There is nothing more difficult than the development of a change management strategy. It requires to be able to “read” the future, understand what would naturally happen, and then establish a strategy to influence the change that would happen naturally in order to:

Unicist Change Management1) Introduce an external element

2) Accelerate it

3) Avoid miscarriages

4) Minimize the cost of  changes

5) Maximize the benefit of change

Every change of habits implies the integration of a change of ethics and a change of the customs that are natural in the context that is being changed. Changes have to be managed considering their size:

Big Changes

They are the changes that drive towards a higher level of structured action, responsibility or risk. Big changes require drivers and catalysts to be implemented. Big changes can be divided into structured medium changes.

Medium Changes

They are those changes that seek for a more structured activity with lower risks. Medium changes cannot be divided into small changes.

Small Changes

They are changes that require no structural modifications.

Avant Garde Groups – “A” Groups –

Change agents are usually left behind after a change was successful. Avant Garde Groups were created to design and implement organizational changes. Thus the role of a Change Agent becomes virtual and is not affected after the changes are implemented. Change managers manage the change while “A” Groups do the changes.

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/management/wp-content/uploads/2016/03/turi.pdf


Client Centered Management: the model to grow using Maximal Strategies

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Client Centered Management is a model that catalyzes market expansion processes. It is part of the unicist natural organization model. The natural organization is a meta-model in itself that integrates the organization that is needed for the business and the market, the client orientation and the personalization of the work processes.

Client Centered ManagementClient Centered Management needs to be established to drive actions towards the end client and then the personal organization needs to be used in order to ensure the fulfillment of the organizational roles.

The functionality of the Client Centered Management model is driven and catalyzed by the use of business objects that save energy and make processes simpler and more effective.

You can access the unicist logical approach to businesses at:
http://www.unicist.org/repo/#Unicist

Thus CCM is the natural model for business expansion. It has to be considered that it requires business objects driven processes and a role model that allows managing responsibilities.

CCM uses Object Driven Organization

Nature, as a paradigmatic complex adaptive system, is organized by objects. The unicist organizational approach is based on emulating nature to manage businesses as adaptive systems.

The unicist object driven organization is the natural way to organize based on the knowledge of the ontogenetic maps of a business and its functions. It implies integrating business objects in the business processes that allow managing the adaptive aspects of businesses accelerating processes while saving energy.

Object driven marketing, object driven strategy, object driven management, object driven continuous improvement, object driven negotiation and object driven leadership are paradigmatic examples of the object driven organization.

This worked well when the influence of the actions allowed dominating the environment and failed when this was not the case.

CCM 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 and catalyze business expansion. When talking about the external client in the company we necessarily refer to the customer and the shareholder. 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.

Diana 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


Conceptualization the key to Adaptiveness

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Conceptualization sustains any proactive action in the field of adaptive behavior. That is why it applies to individual, institutional and social behavior. Conceptual thinking is an abstract thinking process that is based on discovering the concept at an operational level, emulating their structure in mind, and transforming this emulation into value adding actions. In plain language, conceptualization implies knowing what one is truly doing, having the concepts of the actions, which includes having their functional structure and being able to transform the concepts into value adding actions.

Conceptual Management: A Paradigm Shift in Business

The paradigm shift is given by the conceptual approach to businesses and its integration with the existing technical analytical approach. It allows integrating the knowledge of the empirical observable facts with the knowledge of the “nature of businesses” in order to define what is possible to be achieved and the probability to make it happen.

The research on how the logical thinking process works, allowed defining four levels: operational thinking that deals with the “HOW”, analytic thinking that deals with the “WHAT”, systemic thinking, that deals with the “WHAT FOR” and conceptual thinking that deals with the “WHY”.

Conceptualizing implies being able to have an adaptive behavior sustained by the capacity of apprehending the nature of what one is doing while one is able to apprehend the operational aspects of the actions.

The discovery of the ontogenetic intelligence of nature allowed finding the roots of evolution, involution and mutation.

This intelligence drives the purpose of the living beings in nature based on an active principle that sustains growth, change and mutation, and an energy conservation principle that saves energy while it sustains the purpose. This principle compensates the entropy produced by the active function.

The objective of any thinking process is to be able to emulate  the models that underlie the tangible aspects of the world that can be accessed through sensory experiences. The objective of conceptual thinking is to emulate the nature that underlies specific aspects of reality in order to influence the environment.

Functional concepts are cross-cultural and timeless. They remain unchanged as long as a function exists.

Having the concepts of what one is doing allows being extremely effective and flexible. An individual can adopt new operational technologies without needing to change because the concept remains the same.

Conceptualization enhances the human condition.

The History of Conceptualization

The term Concept in Western philosophy can be found in the works of Plato and Aristotle. Their approach drove to the definition of concepts as describing the essence of things defined as a universal realm.

Unicist ConceptualizationErnst Cassirer (Substanzbegriff und Funktionsbegriff) included the definition that concepts not only define the essence of things but also their shape.

Descartes can be considered as the initiator of a new stage by defining the word “idea” as homologous to concept. But empiricism, with Locke and Hume gave to the terms “idea” and “concept” only a psychological meaning.

Immanuel Kant gave the term “concept” a functional meaning, considering it as the framework of any possible action.

Peter Belohlavek went further. He developed a complexity science approach to deal with complex adaptive systems that integrated philosophy, science and action in a unified field: reality.

He approached what he called extrinsic concepts, which are the ones deposited by humans on the elements of their external reality. He defined that such concepts have a functional structure that emulates the ontogenetic intelligence of nature.

He discovered that such concepts have these three elements:

  1. A purpose that is homologous to the purpose in nature.
  2. An active function that is homologous to the active principle in nature.
  3. An energy conservation function that is homologous to the energy conservation principle in nature.

The knowledge of the structure of concepts makes their access becomes easier and allows using them as the “stem cells” of knowledge and actions.

He also discovered the complementation and supplementation laws that are implicit within each conceptual structure and the concept of anti-concepts that is homologous to the concept of anti-matter.

With the unicist approach, Peter Belohlavek integrated the Western approach and the Eastern approach but focused on a different purpose, which is the adaptation to the environment.  This adaptive process is achieved by generating value and profiting from its counterpart in order to foster a sustainable evolution.

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/management/wp-content/uploads/2015/08/turi.pdf


The Unicist Paradigm Shift in Sciences applied to Businesses

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Integrating Observable Facts with the Nature of Things

The unicist paradigm shift in sciences drove from an empirical approach to a pragmatic, structuralist and functionalist approach to deal with complex environments, integrating observable facts with the “nature of things”. It made businesses reasonable, understandable and predictable. It allowed managing the world of possibilities going beyond probabilities.

The Unicist Paradigm Shift

Access The Unicist Paradigm Shift in Sciences

The Unicist Theory allowed understanding and influencing the evolution of living beings and artificial complex adaptive systems.

This influence is exerted by using unicist logic based and object driven technologies, which is now a worldwide trend.

Some of the companies that use objects are: Airbus, Amazon, Apple, BBC, Boeing, Dassault Systemes, Dupont, Ericsson, Facebook, General Electric, Google, Hilton, Honda, Hyundai, LinkedIn, Lufthansa, Mapfre, Mayo Clinic, Michelin, Novartis, Open Text, P&G, Pfizer, SAP, Siemens, Tata Motors, Toyota, Unilever, Walmart, Walt Disney World and Youtube.

You can learn about the Unicist Object Driven Technologies developed at:
http://www.unicist.org/repo

Learn more about the unicist paradigm shift in sciences at:
https://www.unicist.net/management/wp-content/uploads/2015/07/unicist-paradigm-shift.pdf

The Unicist Research Institute

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/management/wp-content/uploads/2015/07/turi.pdf


Mass Groups to Research the Evolution of Customers’ Behavior

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The evolution of customers’ behavior needs to be measured in their automatic behavior when dealing with the environment. This automatism is driven by the preconcepts individuals have and the myths they believe in.

Unicist Mss GroupsThe use of mass groups is a technology to discover the myths and preconcepts installed in the collective unconscious of a society, a social group, an institution or a market segment.

These preconcepts are installed in the long-term memory of individuals and drive their spontaneous actions.

These groups foster the emulation of massive behavior by introducing stimuli in an extremely heterogeneous group that drive them to actions that are fully based on intuition and instincts without rational control.

These groups need to act in a free environment to generate an interpretation of the stimuli that is materialized in actions and not in words. These actions have to be driven by the automatic responses of the participants of the group ensuring that the results of the actions arise from the collective unconscious.

There are different types of action that allow generating a mass phenomenon.

  • Collage building
  • Participating in a party
  • Eating or drinking
  • Dancing
  • Fighting
  • Playing

These actions allow accessing the hidden aspects of human behavior and allow interpreting and understanding the collective unconscious.

The functionality of a mass group can be achieved when the stimuli really drive the group to achieve a level of excitation that makes the participants lose rational control of their actions.

They have to be organized in a space that allows liberating emotional and instinctive behavior. There can be no signs or symbols that might trigger the superego of the participants.

Anomie is a basic condition for the mass group functionality. The participants need to feel that their actions cannot be controlled.

The coordination of mass groups

Mass group leaders require being able to contact their own most basic feelings in order to lead the group, preaching by example, towards a chaotic environment. The use of written language has to be avoided and the use of verbal language has to be minimized and only the use of syncretic language is acceptable.

After the experience has been finished it is necessary to interpret the meaning of the actions. The participation of a group in the interpretation of its own actions is the most effective way to understand the collective unconscious.

These interpretations need to be extremely basic without using psychological or anthropological language. They are based on establishing “the nouns” (purposes) that drive the unconscious actions. When the group participates in its own interpretation the leader who led the group needs to be replaced by a new leader.

Validation of the conclusions

Destructive pilot tests need to be done to confirm the validity of the conclusions. This requires using the conclusions to develop commercial actions in the segments to confirm their functionality.

When this has been achieved the actions need to be extended to adjacent segments until the actions become dysfunctional. This allows establishing the validity of the knowledge and the limits of its application.

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/management/wp-content/uploads/2015/06/turi.pdf


Unicist Ontological Segmentation of B2B Knowledge Providers

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The objective of developing the unicist ontology of B2B Knowledge Providers was to provide companies with the necessary information to decide which type of consultant is necessary and functional. We include in this definition R&D organizations, business training enterprises and consultants that are organized as businesses and the internal consulting organizations of large companies.

B2B Knowledge ProvidersIt has to be considered that the purpose of knowledge providers is to expand the value generation of a company. It can be said that business consultants are frequently used for other purposes, which is true.

But the concept of a knowledge provider is to expand the value that is being generated. This implies that if the provider was not there, the results would be inferior.

The maximal strategy of knowledge providing is to expand the boundaries of businesses in order to make them growth, while the minimum strategy is to provide support to solve the problems that need to be eliminated to foster value generation.

There are five levels of knowledge providing roles. Three of them are focused on the minimum strategy and two of them on the maximal strategy to expand boundaries.

These roles are:

  1. Solopreneurs
  2. Support Service Providers
  3. Knowledge Providers
  4. Expertise Providers
  5. Solution Providers

Level 1) Solopreneurs

Solopreneurs are functional to deal with specific problems that can be outsourced. They work basically in a specific field where they have the necessary empirical and analytical knowledge to solve problems.

Their success depends on the personal relationship they establish with their clients. Typical cases of solopreneuring are academics who establish relationships based on their teaching activity and have an authoritative role in their field.

They move to a superior level, building a firm, when they decide to establish a client base that allows them to have a stable business and not only conjunctural contracts.

Level 2) Support Service Providers

These are basically small companies that provide hygienic services for large companies or work as catalysts of internal problem solving processes for all types of companies.

Segmentation of B2B Knowledge ProvidersThey work with universally accepted methods or technologies to deal with operational and technical problems.

The core of their success is based on the personal relationships they establish with their clients and the conflict avoidance in their work. Therefore, they only deal with conservative solutions that do not change the status quo of the organizations.

They have no R&D to develop proprietary technologies although they frequently mention that they have “unique methods”. Therefore, they have no brand, which requires on their behalf the use of a universally accepted technology.

Their brand is given by the names of their leaders. Typical services of this level are traditional legal services, auditors, change management implementers, strategy implementers, human resources advisors, IT providers, etc.

They move to a superior level when they decide that they do not want to depend on the next conjunctural problem to work as support services providers. This is a low price segment.

Level 3) Knowledge Providers

This level includes the preceding level of Support Service Providers. These Knowledge Providers are small or medium size companies that provide operational and analytical knowledge to their clients. This knowledge is necessarily associated with the requirements of the client organization.

Typical services are training services in all the operational analytical fields the members of a company need to manage. They are successful when they have concrete specialization fields that make them be perceived as having an authoritative role in the market.

They use universally accepted technical solutions and their specialization field is to make them accessible to the members of an organization. They tend to be integrated with support services to cover the needs of implementation of the company. Their brand is fully dependant on the specialty of their manpower.

They have no R&D to develop proprietary technologies although many of them have a specific way to implement their services. They provide conservative solutions while they tend to mention that they are on the leading edge.

They compete with the market and with internal knowledge transfer processes. Their success is based on the establishment of strong personal relationships with their clients and with the members of their organizations.

They move to a superior level when they decide to migrate to a “specialization market” because their market is becoming a commodity one.

Level 4) Expertise Providers

This level includes the preceding level of Knowledge Providers. The Expertise Providers are small, medium or large companies that provide specialized expertise to their clients. Typical services of this segment are specialized law firms, expert business consulting firms, expert technology firms, etc.

These organizations have R&D processes to develop solutions to systemic unsolved problems and develop proprietary technologies that are partially opened to the market to build the image of their organization.

They might work as boutiques or as organized institutional firms. When they work as boutiques their brand is fully associated to the brand of their experts and when they work as large consulting firms their brand is institution driven (Booz Allen, McKinsey, etc).

Their success is based on the functionality of the expertise they provide. To expand markets they use the reliability of their solutions, which is materialized in their brand attributes.

The reliability of their solutions includes the inclusion of highly qualified people to provide the solutions to the end clients. They compete with equivalent companies in the market and only have internal competitors within the client organization when they have no leading edge solutions. This is a high value – high price segment.

They move to a superior level when they decide to include final branded solutions in order to expand the market.

Level 5) Solution Providers

This level includes the preceding level of Expertise Providers. Solution Providers are small, medium or large companies that provide specialized solution to their clients.

These companies are fully focused on R&D to develop solutions for specific problems in specific markets (for example: SRI). There are basically two types of solutions providers: Those who provide tools and those who provide business objects.

The tool provider develops new technologies that sustain solutions to unsolved problems that allow companies to go beyond the boundaries of an activity. The business objects provider develops technologies based on the nature of the business processes, which requires managing the concepts of their functions.

These objects providers generate simple solutions that can only be accepted by organizations that need to deal with the nature of processes. This is only necessary when the systemic solutions do not suffice to expand businesses.

Typical cases of this segment are the providers of adaptive automation tools, objects for business organization, objects for market growth, objects for business strategy, etc.

These companies need to have an institutional brand in order to be accepted. The success of their solutions is necessarily measured by results. They have no competition when a company decided to expand a market and is having problems to achieve it.

Companies do not buy solutions when they are in a comfort zone. Superior education in companies is the core aspect in the expansion of these companies.  This is a high value – high price segment.

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/management/wp-content/uploads/2015/05/turi.pdf


The Unicist Ontogenetic Map of Negotiations

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Negotiations are the actions where the diplomatic power is transformed into concrete value. A negotiation is a process where synergy between parts is achieved finding the complementation and the space where non-conflictive relations are possible.

To deal with the nature of negotiations it is necessary to clarify the nature of conflicts that underlies.

It can be said that there are four basic conflicts between humans:

Evolution conflicts: These are complementation conflicts that result from the mutual difference between the parts.

Involution conflicts: These are the conflicts that result from the supplementation of the colliding strengths between the parts.

Authority conflicts: They result from the need of the parts to prevail in some field.

Absence of conflict: This is the consequence of needing to avoid conflicts because their consequences cannot be faced.

Therefore there are different types of negotiations that are the consequence of the types of conflicts prevailing and how they are solved. The particular characteristic of the negotiation process is that while the individual negotiations that integrate this process are taxonomically driven, each one of them works as a unit.

We invite you to be our guest at the Unicist Library to access the collection of books on Unicist Business Architecture: http://www.unicist.com

Diana 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.
https://www.unicist.net/management/wp-content/uploads/2015/05/turi1.pdf