Object Driven Organization

Unicist Functionalist Approach

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Unicist Functionalist Approach

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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.


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.


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


Discovery of the Ontogenetic Structure of Leadership

The unicist ontogenetic structure of leadership describes the nature of leadership in order to be able to use the adequate leadership for any situation. Understanding the nature of leadership is basic to find the natural place to develop one’s activities. It also helps to understand how to influence people and how to respond to the influence of others.

The basics of leadership

LeadershipLeadership is based on the need to sustain one’s authority. The participation of others is a condition of leadership. A leader is such because s/he is followed.

Therefore, in terms of the unicist logic, participation is the active function of leadership and the energy conservation function is given by the power a leader has to impose her/his authority. But this is a sort of paradox.

The energy conservation function is given by the power the individual “does not use”. If the power is used it consumes energy and, in fact, a double amount of energy, because:

  • To impose something there is a need to exert power and consume energy.
  • When power is exerted, authority is being lost, because it means that the authority of the individual has not been accepted. And in this case, an additional amount of energy must be invested to reconstruct the value of the authoritative role.

Participation poses another paradoxical dilemma:

  • When the authority of the leader is extreme, for example a religious leader, the participation is not possible.
  • When the participation is extreme, there is no possibility to accept an authoritative role.

(*) This development is one of the “100 major unicist discoveries that are changing the world”:

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.net/management/wp-content/uploads/2014/05/turi.pdf


Unicist Adaptive System Design in Businesses

The Unicist Standard for adaptive systems design implies an upgrade in work organization. It establishes the basic conditions to design work, organizational and institutional processes.

When the work is individual the system might be in the mind of the worker. This is the case of artisans, artists, etc. But when the work is developed with the participation of others, the systems are part of the organizational structure of the group.

The Unicist Standard defines that the purpose of an organization is to manage the hardware, software and peopleware involved in the working processes. That is what we have named “Object Driven Management”.

To achieve this purpose it is necessary to put it into action through an object driven organization that allows emulating the organization of nature but with the technology that is available.

To ensure the management process organizations need to have an immune system to ensure that the object driven organization can fulfill its purpose.

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.


Organizing growth: The Power of Confederations

Confederations are the most powerful model to organize structured growth. They were born as soon as human tribes began to fight to broaden their “vital space”.

The Power of Confederations1Confederations appeared to ensure defense and in some cases this is still the reason for their constitution.

But this was only the beginning. Soon they became a model to expand activities.

The confederative model can be seen frequently in the organization of countries, professional associations, unions, sports, highly differentiated franchises, etc.

Confederations must fulfill some basic conditions as a way to expand the activity of a business and their members:

1) They need to have a superior functionality in the segment they deal with.

2) They need to have a superior ethic in that segment.

3) They need to have a strong spirit de corps.

4) They need to be internally transparent.

5) They need to have a stable “currency”.

Having the necessary expansion capacity, a superior functionality and a spirit de corps defines the power of a Confederation. Formal Confederations that are not adequately structured degrade the relationships with their members and with the environment.

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/2013/12/turi.pdf


The 10-Year Global Future Scenario of Objects driven Virtual Collaboration


The 10-year Global Future Scenario of Objects driven Virtual Collaboration, developed by the Future Research Lab of The Unicist Research Institute and led by Peter Belohlavek, defines the trend towards this type of work organization when some of the following conditions are given:

  1. Extreme specialized solutions are needed
  2. There is a need for time saving
  3. There is a need for timing
  4. Transparency of work processes
  5. Reliability systems
  6. Customer orientation
  7. Quality assurance in work process

About Virtual Collaboration

The communication and IT technologies allowed making the next step in organizational design, integrating personal and virtual collaboration, organizing roles and using business objects, to maximize results and minimize costs.

This is a change in working habits that is extremely valuable to manage the adaptive aspects of businesses.

The virtual collaboration allows developing both internal and external work processes. The introduction of this technology needs to begin with the activity where the productivity increase is needed the most.

Relationship BuildingMarshall McLuhan said: “The Medium is the Message”. There is no doubt that virtual media are less powerful than in-person activities to build personal relationships. Therefore it is necessary to compensate this characteristic with an increase of functionality in the group dynamics.

Functionality is increased by using business objects (that introduce functional adaptive automation into the processes). The use of business objects driven work processes allows increasing the functionality of virtual collaboration processes and building a context of simplicity.

In order to achieve group synergy, it is required that the group follows a protocol that establishes the rules of actions and the distribution of credits for its members.

It has to be considered that the bond established between the members of a group is basic to provide a collaboration context that allows achieving synergy and thus increases the productivity.

The fundamentals of this bond are given by the complementation between the members, the functionality of each role and the personal link between the members.

The drivers of this trend are:

  1. The use of virtual collaboration at a personal level on Internet
  2. The massification of the use of Internet
  3. The use of virtual collaboration by many leading organization such a: Shell, IBM, Deloitte, Google, Cisco, etc.

The new technologies that sustain this trend:

  1. Cloud computing
  2. Audio/Video-conferencing
  3. Data-sharing
  4. Desktop-sharing
  5. Web-conferencing
  6. Imaging technologies
  7. Object Driven Organization
  8. Adaptive IT Solutions
  9. Client Centered Management

Where will Virtual Collaboration be installed as a standard within the next 10 years?

  1. Project Management
  2. Work Process Monitoring
  3. Home Office
  4. Research & Development
  5. Counseling/Coaching/Tutoring
  6. Business consulting
  7. Auditing
  8. IT R&D
  9. Virtual Negotiations
  10. B2B Marketing
  11. Buying Processes
  12. Business Monitoring
  13. Customer Support
  14. Auditing
  15. Corporate Universities
  16. Medical Consultations
  17. Medical Prevention
  18. Medical Monitoring
  19. Clinical Trials

To access the basics on Unicist Future Research please enter: www.unicist.org/sdp.shtml

Subjectivism is the killer of Virtual Collaboration

Subjectivism at work is the prevalence of subjective, ungrounded opinions, which prevail over any foundations that can be installed by a counterpart. Subjectivism implies the need of using distortive perceptions, denial and fallacies to avoid dealing with the actual problems.

Subjectivism is necessarily driven by manipulation which necessarily requires an extreme use of emotional influence to avoid dealing with the functional aspects of reality.


Therefore virtual collaboration requires working in functional environments where the roles of individuals are recognized by the results they can produce and their capacity of teamwork. Subjectivists can use virtual communication but not virtual collaboration.

What is needed to deal with Virtual Collaboration?

There are three aspects of organizations that need to be considered when installing virtual collaboration as a standard:

  1. Client Centered Management, to organize towards the satisfaction of customers and clients.
  2. Object Driven Organization, to use objects and personal roles to introduce functional adaptiveness in the processes.
  3. Adaptive IT solutions in order to provide a framework to sustain the efficacy of the participants.

1) Client Centered Management (CCM)

Client Centered ManagementCCM 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. 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.

CCM is a paradigmatic adaptive system integrated by multiple business objects.

The core objects are:

1) The Unicist Reliability System

2) The Unicist Scorecard

3) The Unicist Quality Assurance System

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.

2) The Object Driven Organization

The unicist organizational approach is based on emulating nature in organizations. An extremely effective organization can be developed integrating both structural aspects that sustain evolution and incidental aspects that allow dealing with conjunctures. Emulating nature implies integrating the abstract apprehension of reality with the concrete operational design.

Object Driven OrganizationA unicist object driven organization is a result driven model that, according to the predefined objectives, designs the necessary processes and uses and reuses business objects to produce the expected results.

The object driven organization requires having a high level of maturity in business. It can be defined as the organization of processes and the use of objects to achieve the objectives that have been established in a strategy.

An object driven organization implies the development of a maximal strategy that includes the design of processes based on taxonomic procedures to put them into action and also a shared vision that makes these processes consistent with the business.

The vision of the organization is the catalyst of the minimum strategy. If it does not achieve its threshold, it works as an inhibitor of the minimum strategy and destroys the organization. The minimum strategy is based on the use and reuse of objects within the context of methodic procedures to ensure their use and functionality. This is sustained by an action plan (a “to do” list) to guarantee the fulfillment of the minimum strategy.

The use of business objects structures the timing and synchronicity of business processes. It also provides the necessary acceleration to achieve the needed critical mass and the required speed to adapt to the environment.

Types of Business Objects

There are five business objects which are: the drivers, the entropy inhibitors, the inhibitors, the catalysts and the gravitational objects.

Objects’ FunctionalityThe first three ones belong to the process of a system while the catalysts are part of the restricted context and the gravitational objects belong to the wide context of a system.

Objects can be designed integrating these three functions as part of their functionality or they can exist as three different objects to provide the driving, inhibiting and entropy inhibiting functions in a process.

Catalysts and gravitational objects are not part of the system. If one integrates them into the system, these objects do not work as such and destroy the system’s functionality.

The use of business objects requires individuals who understand the business processes in order to use the objects and replace them when their functionality has been exceeded

Unicist Business Objects are provided for the following uses:

  • Driving Objects 
    To drive processes
  • Catalyzing Objects
    To accelerate processes
  • Entropy Inhibiting Objects
    To inhibit the entropy of business processes
  • Inhibiting Objects
    To inhibit dysfunctional events in a business
  • Gravitational Objects
    To influence the results of processes

3) Adaptive IT Solutions

The available IT technologies made the development of adaptive systems meaningful. The objective of building adaptive systems is to integrate software, hardware and peopleware in adaptive work or business processes to assure the quality of the results produced.

Adaptive IT ArchitectureThe development of the adaptive IT  technology became possible because of the discovery of the unicist laws of evolution, the object driven organization that emulates the organization of nature and the drivers of human behavior that allow designing the necessary peopleware.

Before the existence of adaptive systems, the solution was fully focused on the efficacy of individuals, which increased the responsibility of the person who was doing a job. This forced individuals to consider all the details of the feedback from the environment which increased the probability of errors.

The catalyst of an adaptive IT system is its capacity to learn from the feedback to improve its adaptive structural behavior. The entropy inhibitor of the system is given by its capacity to learn to ensure conjunctural adaptiveness.

Adaptiveness is based on the existence of drivers that make it possible. There are different levels of adaptiveness beginning with the most basic and ending with the most flexible. The levels of the adaptive drivers are the following:

  1. There are analogical drivers that are based on the recognition of patterns.
  2. There are rule based drivers that include the preexisting and add rules that correspond to the activity.
  3. There are empirical drivers that include the preexisting and add empirical information obtained using mathematical models.
  4. There are objects based drivers that include the preexisting and add concept based objects as intrinsic adaptive systems.

The integration of the adaptive aspects with the operational and administrative aspects is necessary in order to develop user oriented information systems.

The level of adaptiveness of a system has to be designed according to the characteristics of a work process. Administrative and operational systems can be transformed into adaptive systems by adding and integrating an adaptive interface.

Quality Assurance: The Unicist Standard

The Unicist Standard was developed to sustain the application of the Unicist Logical Approach to Adaptive Systems Architecture and to the building of Unicist Business Objects.

The researches developed at The Unicist Research Institute allowed managing the unified fields of human complex adaptive systems in a reasonable, understandable and provable way.

The discoveries of the ontogenetic intelligence of nature, the anthropological invariables and their evolution, the human ontointelligence and the double dialectical behavior made the research & development and management of adaptive systems possible.

The Unicist Standard defines the ontogenetic maps that have to be followed in an adaptive system in order to structure it and achieve the results that have been defined as possible.


Virtual collaboration is the natural way to organize when there is a need of expert knowledge. Nowadays expert knowledge can be integrated in most of the cases by using the IT technologies that allow sharing data and images.

Collaborative ContextThe time saving and productivity increase is significant when the conditions for virtual collaboration are given. It allows providing full synchronicity with the needs of customers and clients.

But there are several requirements for virtual collaboration to be implemented:

  1. Virtual collaboration needs transparency of work become part of the culture of an organization.
  2. It needs reliability systems that monitor work processes.
  3. It requires customer orientation that fosters fulfillment, synchronicity and reliability.
  4. Personal roles need to be complemented by quality assurance processes to ensure results.

If you want to access more information about this study please contact n.i.brown@unicist.org

Unicist Press Committee

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 Use of Gravitational Objects to Make Things Happen

Social gravitational objects are adaptive processes that have been organized as autonomous entities to provide an authoritative context to sustain specific actions.

Gravitational ObjectsThey define the role of the wide context that influences actions or objects and do not belong to the system they are influencing.

Examples of social gravitational objects are: religious commandments, constitutions of countries, cultures, institutions, works of artists, scientific works, etc.

On the one hand, gravitational objects need to foster freedom in order to be bearable. This implies that they need to open possibilities of actions for those who are being influenced. Gravitational objects that intend to force predefined behaviors are unbearable and generate opposition.

On the other hand, these gravitational objects have to provide a security framework for the actions that are being influenced. This framework provides a conceptual action guide to take advantage of the possibilities that are being fostered.

In order to work, structural actions need to be based on gravitational objects. Conjunctural actions can be done without them but leave no trace in the environment. Their consequences vanish as soon as the actions were finished.

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. http://www.unicist.org


Japanese Park: The Starting Point of the Unicist Approach

The Japanese Park is a technology to define the starting point of any personal or  organizational process. The name Japanese Park has been adopted honoring the Japanese ancient tradition that was used to define how to build a park.

The basic information that is needed to move from one place to another is the coordinates of the destiny and of the starting point. The knowledge of this information allows defining if the “journey” is possible.

The unicist approach to business defines the objective to be achieved and the starting point in an independent way before matching them to diagnose if the business process is possible.

The Japanese Park technology is used to define the starting point of a new work process.

The design of a new work process, using the unicist approach, implies establishing the basic context to make the work process happen spontaneously.

It consists in launching the work process without defining how to do it and letting people do the work in their natural way.

What is being evaluated in a Japanese Park is:

  1. How people organize their activity?
  2. What is the added value they spontaneously provide and to whom?
  3. How people do their work?

A sound conceptual knowledge of the business and the knowledge of its ontogenetic map are necessary to interpret the output of a Japanese Park to begin with the design of the business processes.

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


The Unicist Approach to Efficacy in Work Processes

The Unicist Approach defines that efficacy is the capacity of individuals to produce results in a responsible way. This implies that efficacy requires awareness of what one is doing.

The unicist ontogenetic map defines that the integration of the levels of efficiency, efficacy and automation produce the effectiveness in work processes.

To change effectiveness in processes it is necessary to manage the unique manageable sub-concept which is efficacy.

Human activity needs to be managed also if effectiveness needs to be improved within the boundaries of an existing system. That is why the change of effectiveness needs to be introduced managing the active function.

The driver to change efficiency is also a human activity. That is why efficacy has to be the driver.

Changing the efficiency level may require a significant modification of the automation level of an activity. This generates a mutation of the work process.

The fundamentals of efficacy can by defined as:

The identification with the role: Efficacy requires that individuals are identified with the role they are fulfilling when they work. The role can be defined as the social identity of the individual.

The identification with the task: Efficacy requires having the necessary competencies to develop a task that allows enjoying the work.

Knowledge: Knowledge implies having the necessary “knowledge objects” to do the work stored in the long term memory.

The efficacy of individuals can be calculated using the mathematics of the Unicist Logic:

Unicist Efficacy = I(R) * I(T) * K

Individuals need to assume the responsibility of working in the field of their efficacy which defines the limits of the possibilities for assuming responsibilities to produce results.

Evolution implies developing the active function, while the energy conservation function tends to compensate the changes or not.

When the purpose is significantly changed, which is the case of automation, a mutation of work stations is being produced.

In the industrial fields, efficiency and efficacy can be managed using the unicist fishbone which has been developed, based on the Ishikawa model, integrating all the elements that are part of a unicist ontological structure.

Diego 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