Unicist Theory of Evolution


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The Unicist Standard makes the emulation of nature reliable

The Unicist Logical Approach is a breakthrough that made the emulation of nature in businesses possible. It allowed accelerating business processes and save energy.

The Unicist Standard was developed to sustain the Unicist Logical Approach and the building of Unicist Business Objects. Unicist Business Objects are adaptive systems that are designed to produce a predefined result in a process.

The Unicist Standard is necessary to manage the unicist logical approach in a meaningful way to produce results. The Unicist Standard defines the benchmarks for future scenario building, diagnostics, strategy and architecture that need to be followed.

For those who are entering in the unicist approach we strongly recommend taking into account that the following conditions need to be given:

The person has to be fully responsible for producing measurable results. Functionality has to prevail over subjectivity.

The person needs to be a spontaneous complementation builder to foster synergy and growth. https://www.unicist.net/management/wp-content/uploads/2013/02/nature-of-complementation-en.pdf

The person needs to have decided to use the double dialectical logic to be able to emulate in mind the structure of nature to diagnose, exceeding a dualistic rationalist approach.
https://www.unicist.net/management/wp-content/uploads/2013/02/wp_unicist_thinking_en.pdf

The person needs to have rationally apprehended the Unicist Theory of Evolution in order to be able to understand the dynamics and evolution of the adaptive system where the results need to be produced.
https://www.unicist.net/management/wp-content/uploads/2013/02/unicist-theory-evolution.pdf

Diego Belohlavek

NOTE: TURI was the pioneer in using a logical approach to deal with evolution and became a private global decentralized world-class research organization in the field of human adaptive systems.  http://www.unicist.org

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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

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Unicist Management: Why go Beyond Dualism?

The neural functionality is dualistic. Neurons are “on” or “off”. Dualistic Dialectics vs. Double Dialectics is the battle between the disjunction “OR” and the conjunction “AND”.

The dualistic dialectics of Hegel and Marx transformed this dualistic approach into a social myth that provided an oversimplified perception of reality and a way to influence it.

Both dialectics are fallacious because they do not emulate the structure of nature.

The dualistic thinking necessarily fosters a non-adaptive behavior that is driven by idealistic, ideological, materialistic, spiritual or egocentric needs. Dualism is necessary when personal needs prevail over functional adaptation.

The consequence of dualistic thinking is that people believe in a dialectical behavior. Adaptation becomes impossible when using dualistic thinking.

But dualistic dialectics has proven to be fallacious to understand and influence evolution. The unicist double dialectical logic allowed using the dualism of neural functionality but emulating the functionality of nature.

In the short run, the benefit of using dualistic dialectics is that it transforms humans in judges of reality instead of responsible participants.

You decide, it is up to you…
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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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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.

Conclusion

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.
https://www.unicist.net/management/wp-content/uploads/2012/12/turi.pdf

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Energy Saving in Business Management

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.

Access a Free Trial of the unicist standard contained in the Unicist Standard Search Engine: http://www.unicist.com/

Request more information: n.i.brown@unicist.org

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

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

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.

Unicist Strategy

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Think Green: The Unicist Standard in Business Management

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

Access the unicist standard contained in the Unicist Business Search Engine:
http://www.unicist.com/

Request more information: n.i.brown@unicist.org

Diego Belohlavek
Expert System Manager

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.

Unicist Strategy

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Learning from Procter & Gamble using the Unicist Standard

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.

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

Diana Belohlavek
VP Knowledge Management
& Communication

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.

Unicist Strategy

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Understanding Cultures: The Archetype of China

The archetype of China is a unique case of a culture that has the capacity to grow based on the internal consistency of its model, a model that became complementary to the globalization process.

We strongly recommend watching the following video: http://www.youtube.com/watch?v=2mRlgQKWlnQ

China’s Structure

China is a culture based on the consistency of the social and individual efforts and the capacity of accepting trade-offs to achieve the goals of the country.

The Chinese model has to be understood in itself without comparing it with other countries. It has multiple economic models working simultaneously. It is neither a communist nor a capitalist model. It uses multiple unique solutions which imply permanent trade-offs between the different models to achieve its growth.

The Communist Party can be considered as homologous to the ancient nobility in Europe but representing the interests of China as a country and the needs of its population.

Entering the Communist Party needs to be earned because within the party there has to be an ideological consistency to allow a democratic behavior. The Communist Party is the “Establishment” of China.

Confucius’ Concept

Confucianism is a functional philosophy for a culture that needs to grow in a context of an extremely large country with a large population. Order is necessary to sustain consistency.

Minorities in China have to behave within the limits of the explicit and implicit Chinese model. Censorship and self-censorship are a need to avoid that the culture loses its consistency. But although censorship becomes necessary in this context, it is also the implicit weakness of the Chinese archetype.

Cultures evolve based on their implicit weaknesses. Therefore, a generational change can be expected in this field depending on the new trade-offs the culture will make.

A Shielded Culture

China has been, is and will be a shielded archetype, protecting its culture and beliefs in order to ensure its consistency and allowing making the necessary trade-offs to grow.

This shield was represented by the Chinese Wall in the past, and now it is represented by the multiple regulations that establish the framework of the country.

Maximal Strategy

The maximal strategy of China is driven by the working capacity of the culture and the catalyst for the minimum strategy is their cultural shield that ensures the consistency of its actions. The cultural shield works as a protection from foreign influence and internal distortions.

Minimum Strategy

The minimum strategy is driven by the individual working capacity of its population. The entropy inhibitor, to ensure the achievement of growth, is the ideological shield that ensures the focus of the efforts on the objectives that are being achieved.

The personal capacity of making trade-offs is installed in the population and makes individuals extremely focused achievers.

To apprehend the Chinese archetype it is necessary to understand Doers, avoiding ideological, religious or social comparisons. China was, is and will be unique. China doesn’t base its expansion on exporting culture, but on exporting products.

Access the unicist standard contained in the Unicist Business Search Engine: http://www.unicist.com/

Request more information: n.i.brown@unicist.org

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.

Unicist Strategy

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Benchmarking Procter & Gamble: Unicist Innovation

Procter & Gamble is a world leader in innovation. This allows learning from P&G how to manage innovation to make it successful in the markets.

The Unicist Standard includes a fundamental approach to deal with innovations that allows integrating fundamentals with technical analytical knowledge to produce successful innovations.

The question we are posing is: Which are the fundamentals of innovation?

You can find information on how Procter & Gamble deals with innovations presented by Robert Bob McDonald, COO of Procter & Gamble. There are two short presentations at:

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

In one week you will find a response to the fundamentals of innovation on this blog.

Access the unicist standard contained in the Unicist Business Search Engine:
http://www.unicist.com/

Request more information: n.i.brown@unicist.org

Diana Belohlavek
VP Unicist Knowledge Bank

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.

Unicist Strategy

If you would like to receive monthly information on this blog, please register here.

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