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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.


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 Paradox of the Fallacious Myths of Institutions

The unicist approach to institutions defines that the fallacious myths of institutions sustain the “spirit de corps” of their organizations. They are absolutely necessary although they hinder improvement.

The identification of the fallacious myths allows defining the possibilities to influence them.

The unicist role of the institutions in an environment defines the type of fallacious myths they need to avoid disgregation. There are basically four basic roles of an institution:

The Number 1:

These are the institutions that set the standards in their field of action.

The Number 2 – The innovator:

They are institutions that propose a new standard defying the Nr. 1

The Differentiated Participant:

They are a sort of Nr. 3. These institutions are followers of the Nr. 1.

Non Differentiated Participant:

These institutions are marginal in the market and their major problem is survival.

About Institutional Fallacious Myths

Fallacious myths of the Innovator – The myth of the value added:

Innovation doesn’t imply necessarily the generation of added value. Innovators generate naturally the fallacious myth of added value to justify their innovation.

The fallacious myths are based on the potential benefit of an innovation if the user had the same values of the innovator.

Fallacious myths of the Nr. 1 – The myths of ethics:

They generate fallacious myths of ethics to sustain their dominant position and the imposition of their standards. This ethics has a strong moral basement.

This fallacious myth is sustained by a strong feeling of impunity based on their dominating role.

Fallacious myths of the Differentiated Participant – The myth of self-sufficiency:

Differentiated participants are followers; therefore they do not invest in many of the fields the Nr. 1 invests, such as: image building, training, R&D, etc.

They need to believe that they are self-sufficient and that investments are unnecessary.

They generate the fallacious myths of self-sufficiency when the environment demands the investments they are not willing to make.

The fallacious myth of Non Differentiated Participants – The myth of justification:

These are organizations based on survivors’ ethics. They need to justify their surviving actions when they are not able to deal with the ethics of a market. Justifications define the need of actions. The fallacious myth of justification sustains the ethics of non differentiated participants’ actions.


Human fallacious behavior always includes individual, institutional and social fallacies. These fallacies are integrated in order to avoid that individuals face unbearable realities in a given environment.

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.


Can Butterfly Companies Change?

Butterfly Companies are organizations that have not established a structure and are driven by survival needs materialized in power and money driven actions.

The unique purpose of butterfly companies is to obtain profit from the market, but this profit includes monetary and subjective aspects in order to provide the owners with the necessary validation of their capacity.

They are naturally driven by inferiority / superiority feelings. As they essentially feel their own instability and cannot solve it, they develop a self-valuation syndrome that needs a permanent demonstration of their superiority in order to survive.

They behave as stagnant survivors because they need to maximize the subjective and objective benefits transferring all the costs and risks they can to third parties in order to survive.

These actions imply not being able to make long term plans replacing them by smart survival tactics. Therefore, they cannot measure ROI, return on investment, because it implies the existence of a plan.

They cannot build institutional image. Their actions are justification driven which implies that their image is permanently being degraded. Because of their extreme greed they produce permanent conflicts with the market.

Butterfly companies cannot use adaptive systems. The need of exerting power of their leaders makes Butterfly companies transform adaptive systems into administrative systems or no systems. Therefore, they are either bureaucratic or anarchic in order to ensure the exertion of power of the leaders.

Access the content of the book “Butterfly Companies & their Cure” at the Unicist Library: http://www.unicist.com/books-pages/en/butterfly_companies_en7s.php

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. https://www.unicist.net/management/wp-content/uploads/2012/05/turi.pdf