Unicist Strategy

Managing Comfort Zones to Enhance Efficacy

June 11, 2024 in Unicist Confederation tagged Peter Belohlavek / The Unicist Research Institute / Unicist Strategy by The Unicist Research Institute

Adaptive business organization requires the establishment of autonomous, interdependent business functions as roles in which leaders need to operate within a consistent comfort zone. This allows them to assume responsibility for producing results.

Efficacy demands that individuals assume a role in the environment and take responsibility for developing the tasks needed to achieve results, having the knowledge necessary to make things work.

Comfort zones define a safe space where individuals can exert their individual freedom. This, on the one hand, defines who they are, and on the other hand, delineates their roles in the environment.

The comfort zone of individuals is a materialization of their meaning of life, which is sustained by their unsatisfied needs in the world and the ideal established by their lifestyle.

The Explanation of the Functionalist Principle of Efficacy

Efficacy is the capacity of individuals to produce results in a responsible manner. This implies that efficacy requires awareness of one’s actions. This is why we do not discuss efficacy when evaluating individual art.

The fundamentals of the functionalist principle of efficacy are:

Identification with the Role – I(R): Efficacy requires that individuals identify with the role they are fulfilling when they work. The role can be defined as the social identity of the individual.
Identification with the Task – I(T): Efficacy requires having the necessary competencies to develop a task that allows one to enjoy the work.
Knowledge – K: Knowledge involves having the necessary “knowledge objects” stored in long-term memory to perform the work.

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 their possibilities for assuming responsibilities to produce results.

Conclusion

When individuals are outside their comfort zone, the possibility of having reliable knowledge does not exist because they lack the necessary level of consciousness. Under these conditions, the assumption of a role is impossible, and the execution of tasks is only feasible if they are fully automated and do not require reasoning processes.

Therefore, it is a condition for assuming a role in a business process that the people involved work within their natural comfort zone, where they might be trained to acquire additional required knowledge, as it can be stored in their long-term memory.

You can learn how to manage comfort zones and efficacy using the Multilingual Unicist Virtual Advisor

The Unicist Research Institute

Personal Strategies: from heroic to conquering actions

November 25, 2014 in Unicist Cobots / Unicist Confederation / Unicist Functional Design tagged Business strategy / Conquering Strategy / Defensive Strategy / Dominant Strategy / Heroic Strategy / Personal Strategies / Peter Belohlavek / Strategic Actions / The Unicist Research Institute / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Logical Approach / Unicist Strategy by Diego Belohlavek

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 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

The Introduction to avoid Building a Butterfly Company

October 19, 2014 in Unicist Cobots / Unicist Confederation / Unicist Functional Design tagged Butterfly Companies / Object Driven Organization / Peter Belohlavek / The Unicist Research Institute / Unicist Approach / Unicist Business Architecture / Unicist Evolutionary Approach / Unicist Strategy by Diana Belohlavek

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

Organizing growth: The Power of Confederations

December 18, 2013 in Unicist Cobots / Unicist Confederation / Unicist Functional Design / Unicist Objects tagged Business management / Diana Belohlavek / Diego Belohlavek / Intelligent Systems / Object Driven Organization / Ontogenetic Maps / The Unicist Research Institute / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Strategy by Peter Belohlavek

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”.

Confederations 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 Use of Gravitational Objects to Make Things Happen

July 23, 2013 in Unicist Cobots / Unicist Confederation / Unicist Functional Design tagged Adaptive Systems / Object Driven Organization / Objects / Peter Belohlavek / Social Gravitational Objects / The Unicist Research Institute / Unicist Approach / Unicist Evolutionary Approach / Unicist Logical Approach / Unicist Strategy by Diana Belohlavek

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

They 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

Unicist Business Objects changed Business Management

April 25, 2012 in Unicist Cobots / Unicist Confederation / Unicist Logical Approach tagged Continuous improvement / Object Driven Management / Object Driven Organization / Peopleware / The Unicist Research Institute / Unicist Business Object / Unicist Confederation / Unicist Evolutionary Approach / Unicist Strategy by The Unicist Research Institute

The design of business processes, before the unicist approach was developed, was based on operational research tools that did not include the fundamentals of processes. Therefore they were extremely human attitude dependant.

The unicist approach to business processes introduced fundamental analysis to define the nature of processes and the use of objects emulating the organization of nature. Object Driven Organization established a new starting point in business process design.

“Unicist Business Objects are adaptive systems that are designed to produce a predefined result in a process. By definition they deal with the adaptive aspects of businesses. They are unnecessary in administrative systems.

Not everyone can design an object, but everyone that recognizes its functionality within a process can use it.

The autopilot of an airplane can be activated without knowing how it was built but it is necessary to know how it works and the limits of its functionality.

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

The 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.”

Access it at:
www.unicist.com/books-pages/en/unicist_business_objects_building_en6s.php
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Energy Saving in Business Management

May 6, 2010 in Unicist Cobots / Unicist Confederation tagged Business management / Business strategy / Change resistance / Continuous improvement / Innovation management / Intelligent Systems / Unicist Evolutionary Approach / Unicist Strategy / Unicist Theory of Evolution by Peter Belohlavek

Work implies producing a displacement of something in the real world. Every displacement generates a friction that needs to be managed.

When two people are doing something in a working environment and one of them produces work and the other is inactive, the friction produced is extremely destructive.

It produces a paradoxical situation because:

1) There is an extreme conflict if the friction is not eliminated.
2) If the parts are “lubricated”, there will be no friction but the person who is inactive will continue doing nothing.
3) The inactive person needs to judge what the other part is doing because that judgment sustains her/his self-esteem.
4) Finally, the one who does the work ends up being judged by the one who cannot do it and the conflict escalates to the maximal level.

Apparent movement is worse than inaction

Inaction appears often hidden behind apparent actions that are done without having assumed the responsibility for producing results. These apparent actions are based on fallacious decisions that produce negative results because they generate costs without adding value.

In this case they do not produce friction; they directly produce an “explosion” of the situation or an “implosion” of the actions.

If this conflict is not faced the natural trend towards minimum energy consumption (*) and inaction will prevail, eliminating both apparent actions and real actions.

To deal with this problem the nature of doers has to be understood in order to avoid their quitting. Access a free e-book on the Nature of Doers http://unicist.org/deb_doers.php

(*) In a closed system, with constant external parameters and entropy, the internal energy will decrease and approach a minimum value at equilibrium.

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Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

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Approaching fundamentals to deal with adaptive systems

April 20, 2010 in Unicist Cobots / Unicist Confederation tagged Business diagnostics / Change management / Continuous improvement / Diego Belohlavek / fundamental analysis / Intelligent Systems / Unicist Evolutionary Approach / Unicist Strategy / Unicist Theory of Evolution by Diego Belohlavek

Fundamentals define the nature of reality. The unicist technology for diagnostics approaches problems based on their nature.

Problems turn complex when results must be achieved, and require a high accuracy of the diagnoses, prognoses and action plans to solve them. Unicist technologies for diagnostics were developed to ensure results.

The unicist approach considers any specific reality, on which influence intends to be exerted, as a unified field. This is the origin of the name unicist.

Access the visual guide to the Unicist Standard in Business at:
https://www.unicist.net/management/wp-content/uploads/2010/04/unicist_standard_guide_en.pdf

Diagnosing implies describing the functionality of a reality. And this description includes the internal cause-effect relations, whether they are univocal or bi-univocal.

From that point on, a prognosis of the natural evolution of that reality has to be developed and then an action plan to influence such reality is included in the final diagnosis. Unicist diagnoses include: descriptions, prognoses and action plans.

Access the unicist standard contained in the Unicist Business Search Engine:
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Request more information: n.i.brown@unicist.org

Diego Belohlavek
Expert System Manager

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Think Green: The Unicist Standard in Business Management

April 19, 2010 in Unicist Cobots / Unicist Confederation tagged Business strategy / Conceptual design / Diego Belohlavek / Innovation management / Intelligent Systems / Unicist Evolutionary Approach / Unicist Strategy / Unicist Theory of Evolution by Diego Belohlavek

Thinking Green in the field of Business Management implies organizing processes using energy saving technologies.

The Unicist Standard in Management implies the use of Unicist Object Driven Management to integrate objects in the processes to integrate hardware with software and peopleware.

The final result is a Unicist Cybernetic approach that minimizes the energy consumed by the management process while increasing the reliability and the focus on value generation.

To foster the Natural Organization of Businesses click here:
http://www.unicist.org/unicist_standard.php

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Diego Belohlavek
Expert System Manager

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Learning from Procter & Gamble using the Unicist Standard

April 6, 2010 in Unicist Cobots / Unicist Confederation tagged Business diagnostics / Business management / Business strategy / Diana Belohlavek / Innovation management / Intelligent Systems / Procter & Gamble / Unicist / Unicist Evolutionary Approach / Unicist Strategy / Unicist Theory of Evolution / unicist ontology of evolution by Diana Belohlavek

The notorious capacity of Procter & Gamble is given by the way it manages the social insertion of innovations.

We recommend watching the following two short presentations of Procter & Gamble at:

http://www.youtube.com/watch?v=ycMXZDybhlw

http://www.youtube.com/watch?v=x93YopVXJSM

Innovation is the basis for economic growth. Essentially, countries, cultures, institutions, and individuals grow only in the fields where they are open to innovations.

The purpose of innovation is to overcome scarcity. That is why only people or cultures that have the will, find the way to overcome scarcity. This is the cultural context that fosters innovation.

The driver of innovation is human creation. The word creation is used in the sense of recreation. Humans create based on the existing energy.

The maximal strategy of innovations drives towards the solution of a scarcity. Therefore innovative organizations have the perception that they add value to the environment. But this is only true if the minimum strategy is also fulfilled.

The minimum strategy implies inserting the innovations into the social capital of the environment. Social capital is defined by the strength of the bonds that integrate the members of a community.

Commercial innovations need to be only one step ahead of the habits of the environment. If they are more than one step ahead they fail, unless there is an extreme need and they are, implicitly, a “back to basics”.

In this field Procter & Gamble is a notorious benchmark.

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Diana Belohlavek
VP Knowledge Management
& Communication

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