Root Cause Management


The Unicist Approach to the 4th Industrial Revolution

Introduction to Industry 4.0

Industry 4.0 implies introducing adaptiveness in organizations. Business functions are adaptive when their functionality is feedback dependent. The Unicist Research Institute was one of the precursors of Industry 4.0 through the development of complexity sciences to deal with adaptive systems and environments.

This concept applied to business requires managing the root causes of processes to ensure their reliability. This requires managing the concepts of the business functions involved. The level of industrialization depends on the outputs that need to be produced by the business functions. Therefore, different levels of industrialization coexist in most organizations.

Industry 4.0 became possible due to the evolution of IT technologies, conceptual management and artificial intelligence. Its goal is to develop businesses as adaptive systems, which implies customer orientation and improving productivity and quality that naturally foster market growth and profit improvement.

The implementation of Industry 4.0 in business processes might include:

  • The use of a strategic approach and business intelligence to plan and manage growth.
  • The use of tools with artificial intelligence to manage adaptive environments.
  • The use of conceptual management to define business functions.
  • The use of conceptual design to develop business processes.
  • The use of business objects to ensure the productivity and quality of business processes.
  • The use of client centered management to ensure customer orientation.
  • The use of market labs to monitor markets.
  • The use of root cause management to ensure the reliability of results.
  • The use of adaptive IT solutions.

The introduction of adaptiveness in organizations is a step by step process, that needs to generate economic benefits from the beginning. It needs to follow two basic rules:

  • It has to be introduced from “the outside to the inside”, from the external needs to the internal needs, which implies starting with the functions that influence the environment.
  • It needs to be managed from “top to bottom”, which implies the commitment of the management in this change.

Intelligent Systems to deal with Adaptive Environments

The concept of Industry 4.0, applied to a business as a whole, is necessary to produce sustainable growth. It is based on the use of intelligent systems to simplify the approach to adaptive environments.

The 4th Industrial Revolution introduced adaptiveness in the industrial and business world. The Industry 4.0 concept proposes to manage businesses as adaptive systems increasing customer orientation, productivity and quality.

It has to be considered that the Unicist Theory and its applications were a precursor of the Industry 4.0 concept.

This theory was developed to understand the evolution of adaptive entities and to manage adaptive systems and environments.
https://www.unicist-school.org/complexity-sciences/the-paradigm-shift/

The Unicist Approach became mature in the market when the hard technologies allowed developing adaptive industrial processes and gave birth to Industry 4.0.

If you are not aware of the concept of Industry 4.0, you can begin by entering the Wikipedia at:
https://en.wikipedia.org/wiki/Industry_4.0

Industry 4.0, as a concept, can be synthetically defined as the “revolution of adaptive business processes”. Adaptability requires managing the concepts of the business functions in order to be able to integrate different people, technologies, processes, systems, objects and tools.

As the previous industrial revolutions, Industry 4.0 coexists with the previous stages, providing a significant competitive advantage for those who enter this stage.

The Concept of the 4th Industrial Revolution

The birth of an industrial revolution is triggered by new technologies, which produce a new industrial stage when they are able to satisfy latent needs of a society. The history of industrial revolutions show that they expand as such in environments where they satisfy the needs of an “establishment” of a culture.

As soon as they begin to have a viral expansion, the industrial revolutions demonstrate their true value and the underlying concepts can be perceived. In the case of the 4th Industrial Revolution, it becomes evident that its purpose is to introduce adaptiveness into industrial and business processes.

It has to be considered that adaptiveness, the concept that underlies flexibility, was always a goal in industry but could not be solved without increasing costs and affecting the quality of the produces. Industry 4.0, due to the now available technologies, introduced adaptiveness but also increased the productivity and quality of the produces.

This opened a new stage that was based on industrial processes, although it deals with businesses as a whole. It introduces adaptiveness by managing the concepts and fundamentals of business functions. This allows managing the root causes of the functionality of processes to increase their productivity and quality and to ensure their reliability.

A Revolution for Growth

The evolution of IT, Internet and Artificial Intelligence finally allowed transforming adaptiveness into the 4th Industrial Revolution. Growth and business expansion is the effect produced by the introduction of this revolution. Growth is the consequence of adaptiveness, which allows empowering customer centricity while increasing productivity and quality.

Unicist Artificial Intelligence

Unicist artificial intelligence was developed to manage adaptive systems and environments. It is a core tool when dealing with the concept of “Industry 4.0” applied to businesses.
https://www.unicist.org/conceptual-thinking/unicist-artificial-intelligence/

It allows monitoring adaptive solutions by using the unicist logic that emulates the intelligence that underlies nature. It provides a tool for root cause management, unicist business strategy building and conceptual management.

When dealing with big data it is complemented with neural networks to develop reliable big data analytics.

The unicist artificial intelligence allows developing monitors to manage business intelligence, business strategy, marketing and designing business functions and business objects. It allows emulating and supporting the development of solutions in the mind of deciders.

The unicist artificial intelligence allows building monitors to emulate and develop adaptive systems in social, economic and business environments.

Industry 4.0

Adaptive solutions can only be managed by structured flexible processes with a high level of productivity and quality.

Adaptability requires managing the concepts and fundamentals of the business functions, which allow managing the root causes of market behavior, the root causes of businesses processes and the root causes of industrial processes to ensure customer satisfaction, productivity and quality.

The following technologies are part of Industry 4.0:

  1. Unicist Business Strategy: to develop maximal strategies to grow and minimum strategies to ensure profits.
  2. Unicist Conceptual Management: to manage businesses as adaptive systems and organize using business objects.
  3. Unicist Root Cause Management: to manage the root causes of business problems based on the knowledge of the fundamentals of the business functions.
  4. Unicist Root Cause Marketing: to expand markets based on the management of the root causes of buying processes.

The Unicist Approach: A Precursor of Industry 4.0

The unicist approach is based on the Unicist Theory, which introduced a paradigm shift in sciences that allowed managing complex adaptive entities, systems and environments. The multiple applications of the unicist theory allowed developing the paradigm shift in business to manage businesses as adaptive systems to generate sustainable growth.

The organizational aspects are sustained by the following discoveries:

  1. The functionality of concepts as drivers of human actions.
  2. Unicist Strategy, that emulates the intelligence of nature, to develop maximal strategies and minimum strategies.
  3. The structure of the concepts of economic, social, political and market behavior to develop Business Intelligence.
  4. Unicist Object Driven Organization, that emulates the organization of nature, to build business objects.
  5. Unicist Artificial Intelligence that allows managing the root causes of business processes.

The market oriented aspects are sustained by the following discoveries:

  1. The roots of human intelligence and their functionality.
  2. The functionality of concepts as triggers and root causes of buying decisions.
  3. The structure and functionality of collective intelligence.
  4. The structure and functionality of marketing objects.
  5. Unicist Artificial Intelligence that allows managing the root causes of buying processes.

The unicist paradigm shift was developed at The Unicist Research Institute, which has been, since 1976, a pioneer in complexity science research, that is fully focused on developing solutions to deal with adaptive entities, systems and environments.

The focus on sustainable growth drove to the development of the Unicist Conceptual Management approach to manage businesses as adaptive systems. It allows introducing the concept of Industry 4.0 and applying it beyond productive processes. Unicist Conceptual Management was developed to manage sustainable growth.

Considered from the point of view of the industrial process maturity it requires the use of:

  • Client Centered Management to ensure customer orientation, value generation and results.
  • Conceptual Design to manage the unified field of business functions and define the functionality of the adaptive systems.
  • Unicist Artificial Intelligence to manage the dynamics and evolution of adaptive systems.
  • Unicist Object Driven Organization to install business objects, working as adaptive systems, within the business processes to increase their productivity and quality.

Industrial Revolutions and Mindsets

Industrial Revolutions foster and establish dominant mindsets to fulfill their purposes. These mindsets include the preceding mindset as complementary approaches.

Mindsets of Industrial RevolutionsOperational thinking is the dominant mindset in the 1st Industrial Revolution.

Mechanization requires operational thinking and the solutions provided by this stage deal with the operation of things.

Analytical thinking is the dominant mindset in the 2nd Industrial Revolution.

The analytical approach allows managing mass production in a meaningful way by dividing these masses into manageable entities.

Systemic thinking is the dominant mindset in the 3rd Industrial Revolution.

Automation requires envisioning the unified field of the operation and its components in order to build the automated processes.

Conceptual thinking is the dominant mindset in the 4th Industrial Revolution.

The Industry 4.0 stage is based on improving the adaptiveness of processes by being fully consumer/user/buyer oriented, increasing the productivity, which implies improving the cost-value relation and increasing the quality to become fully reliable.

The Unicist Logic to Deal with Adaptive Environments

The unicist logic is an emulation of the logic that underlies nature that allows understanding and managing adaptive systems and environments. It has to be considered that systems are adaptive when their produces are feedback dependent.

This logic allowed defining the structure of the concepts and fundamentals that define the root causes of the functionality of adaptive systems making them reasonable, understandable and predictable. The resulting artificial intelligence allows ensuring the results of adaptive systems and provides the conceptual structure of business functions, of business scenarios and for big data analysis.

Thus, the unicist logic provided the structure to define, design and manage adaptive processes and the necessary knowledge of the concepts and fundamentals that underlie business functions. This ensures the adaptive behavior in markets which naturally generates growth.

The Unicist Paradigm Shift: The DNA of Businesses

The Unicist Paradigm Shift in Business establishes the framework of the unicist approach to the 4th Industrial Revolution. It defines the different technologies and methodologies to be used to manage businesses as adaptive systems.

The discovery of the intelligence that underlies nature allowed emulating it, emulating its organization and emulating its evolution.

This drove to the discovery of the structure and functionality of concepts and fundamentals that drive human behavior and underlie things which define the root causes of adaptive environments.

This structure of concepts defines the DNA of organizations and adaptive systems that allowed managing the root causes of their functionality.

This upgraded business management, introducing a new stage in business diagnostics, future research, business strategy, business architecture and applying it to business process design. This approach established the conceptual structure of Industry 4.0.

Unicist Press Committee

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 provided a framework to introduce the 4th Industrial Revolution.   https://www.unicist.org/turi.pdf

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Unicist Root Cause Management applied to Management

Unicist Conceptual Management, that is a paradigm shift in business management, is the synthesis of the nature of business management. It includes the management of the future scenario that allows designing a strategy, the knowledge of the root-causes of problems and the root-drivers of business processes, the development of the conceptual design to define these processes and the development of the maximal and minimum strategy actions to ensure results.

The fact that concepts drive human actions and define the root-causes of things drove to the development of Unicist Conceptual Management that materializes the unicist approach to businesses. This development drove management towards a superior level of possibilities.

The evolution of IT solutions and tools made the operational aspects of business manageable. This evolution, in which the operational aspects have been solved, requires a different kind of knowledge to manage businesses. This knowledge is simpler, but requires dealing with the root-causes of things to manage the structure of businesses.

Business management in the XXI Century requires, besides the functional leadership skills, managing the concepts of a business and the concepts of the restricted and wide contexts to be able to expand the business and ensure its permanence.

This unicist conceptual management approach upgrades, but includes, the preexisting traditional approach to business management.

This upgrade is a paradigm shift in management that allowed managing root-causes, developing the conceptual design of solutions, building maximal and minimum strategies and developing the necessary actions to produce results.

In other words, what the unicist conceptual management did, was upgrading the management approach to ensure the generation of value.

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.

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The lack of Knowledge kills Innovations

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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Unicist Contingency Rooms

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

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Logical Management Tools: Unicist Change Management

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

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Discovery of the Unicist Ontology of Brand/Image Building

The discovery of the Unicist Ontology of Brand Building defined the nature of the functionality of the building of a Critical Mass, a Promise and a Prove of Credibility in the evolution of brands.

Unicist Brand BuildingA “Brand” was defined as the materialization of the image of a living being or an unanimated entity. The brand is installed in mind as an iconic symbol that can be a name, term, design, symbol, or any other feature that identifies the entity.

Brands work when they are installed in the long term memory of an individual which produces an automated recall of attributes when the iconic symbol of the brand is perceived.

Brands are paradigmatic ambiguous semiotic signs which have two integrated meanings that need to be within their attributes. Iconic symbols are the guiding signs that drive towards the perception of the attributes of a brand.

On the one hand, a brand implies a promise of something that is going to happen, and on the other hand, it includes a “prove of credibility” that makes the promise believable.

The brand identifies the role of an entity. That is why brands are necessarily functional and their functionality is limited to the role of the entity.

The purpose of a brand is to generate a critical mass to influence people in order to install a preconceived perception in their memory. That is why brands work as catalysts or inhibitors of actions.

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.
https://www.unicist.net/management/wp-content/uploads/2015/02/turi.pdf

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Personal Strategies: from heroic to conquering actions

Personal strategies begin with heroic actions to find a place in the world but achieve their maturity when conquering actions become possible to expand the boundaries of one’s activities.

Strategic ActionStrategic actions seek to influence the environment actively. The action principle is given by the maximal strategy that is based on the opportunities offered by the environment. The minimum strategy, depending solely on the influencer’s action, is its energy conservation principle.

There are four ontological segments to develop strategic actions: Heroic Strategy, Defensive Strategy, Dominant Strategy and Conquering Strategy.

Level 1 – Heroic Strategy

The heroic strategy is performed by those who develop strategies based on individual heroic actions.

They are basically subjectivists who consider that individual efforts and smartness can prevail over systematically planned actions.

Heroic strategies are based on the personal costs individuals or members of a group are willing to pay.

Such individuals confront problems as personal challenges.

Level 2 – Defensive Strategy

The Defensive Strategy is performed by those who master the situations in which competitors attack.

These individuals are extremely smart when it is necessary to create alternatives to weaken others’ arguments.

They are usually very good analysts and utopists. Their ideas prevail over action.

They use their opponent’s forces to attack the implicit weaknesses of their strengths.

Level 3 – Dominant Strategy

The dominant strategy is performed naturally by those who are secure strategists and feel the need of taking the opportunities of the environment.

They are extremely good at diagnosing, and are able to picture the unified field of a business strategy without considering their personal interest.

They are strict ethical managers.

They are never satisfied. They always feel hunger for new expansive actions.

Level 4 – Conquering Strategy

This strategy is developed by those whose personal driver is conquering new positions.

They are natural doers with a strong intuition to perceive reality and its needs.

Conquerors are smart organizers. They usually lead their conquering campaigns personally.

Innovations and the creation of new paradigms are their natural tools to conquer new fields.

Speed based strategies and an endless energy reservoir are their raw material to adapt to the environment.

Conclusion

Action-reflection-action is the natural process to upgrade the level of a strategy. It requires learning through the actions in the environment, making the necessary mistakes, but avoiding their repetition. Good luck…

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/2014/11/turi.pdf

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The Introduction to avoid Building a Butterfly Company

Butterfly companies are unstable organizations that are unable to work as institutions. They might be the consequence of an unstable market or the need of the owners to avoid the separation between them and the company.

When they are based on unstable markets there might be two different situations:

1)      It is the natural consequence of the market, for example unique projects.

2)      It is the consequence of the market instability of a country or region.

In the first case there is no butterfly company, just a transitory business that doesn’t pretend to work as an institution.

In the second case there is a butterfly company that tends to disappear when the conjuncture changes. The permanent threat of the market hinders the separation of the company from its owner so the company cannot evolve but based on the owner’s actions.

Archetypical butterfly companies are those working in stable markets but not separated from their owners.

Their purpose is to obtain profit at any price having the necessary conjunctural justifications to obtain it and exerting the necessary power to ensure it.

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

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Cooperation Building is a Key Driver for Value Generation

Cooperation is defined as the building of a common space of complementation in which the expansion of the boundaries of the participants becomes possible, while the individual limits of the members are respected.

The driver of cooperation building is the need to generate additional value. This requires an extreme focus on the results that need to be produced, using an integrative logic to integrate the needs of the participants and the external goals to be achieved.

Therefore, the generation of additional added value is part of the nature of cooperative environments.

Cooperation is based on human gregarious instinct and is natural between groups of people who have decided to expand their boundaries.

It is easily observable in the cooperation of countries and organizations of any kind. It adopts many shapes: collaboration, alliances, federations, confederations, etc.

Cooperation is not feasible in extreme individualistic or involving environments. In these environments competitiveness becomes extreme and cooperation is seen as a weakness.

This is a paradox that condemns these types of environments to live in a stagnated context with endless conflicts and/or conflict avoidance actions.

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

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The Unicist Ontology of the Functionality of Words

Interpersonal written or spoken language requires the use of words which, according to their meaning, define the functionality of communication.

This description explains the functionality implicit in the use of words. The results of this research help individuals to diagnose reality based on the facts implicit in what is said.

Conceptually, based on their meaning, there are four different “types” of words:

1) Empty words: are those words that have no rational meaning in the context they are being used. They have multiple non structured meanings with no shareable purpose. Adjectives with no adverbial function are empty words.

2) Hollow words: are those words that are able to integrate in a unique sense the meanings given to them by emitters and receivers. In these words there is an implicit tacit purpose underlying.

3) Full words: are the words with a unique irrefutable meaning for those involved in a communication process. They are the solid container where hollow words fit in.

4) Ambiguous words: are the words having two different excluding meanings. One of the meanings is functional to the communication process and the other is dysfunctional.

A communication process needs fulfill the following steps:

  1. Ritual
  2. Management of the implicit conflict
  3. Stimulation of the activity
  4. Pastime action

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/#Unicist

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