The use of ambiguous language is a necessary tool in business. It opens new doors if one knows how to read the feedback one gets. But it is dysfunctional when used at an operational level. That’s why it’s been the subject of bad press when the nature of its functionality is not understood, and is used at an operational level as a synonym of vagueness.
Maximal Strategies are based on the use of ambiguous language. Maximal strategies are the strategies that go beyond the boundaries of the actual actions.
Therefore they enter in the field of risk and uncertainty.
This approach implies necessarily dealing with the fundamentals of the business.
The use of ambiguous language is necessary to deal with fundamentals. Maximal strategies become ventures without the use of ambiguous language.
Individuals, who cannot understand, speak and write synthetic / ambiguous language cannot develop maximal strategies.
Ambiguous language is based on a maximal strategy driven by a dialogue and a minimum strategy driven by a monologue, which is an informative action.
The maximal strategy implies exerting a functional influence while sustaining this action with the objective recognition that is obtained during the dialogue.
A dialogue itself is a biunivocal communication with mutual adaptation to the feedbacks received.
Maximal strategies are based on the conjunction “and”, and backward chaining thinking. This implies that a dialogue is possible if the final objective is in the mind of those who are dialoguing.
When there is no end in the mind there is no dialogue, just the coexistence of two monologues.
The minimum strategy is sustained by the dualistic thinking, the disjunction “or”, in order to obtain emotional influence and subjective recognition.
Forward chaining thinking is the approach to reality based on a predefined method of communicating. In this case, no one has a clear concept of the final goal to be achieved but the next step is clear for all the parts involved. Information implies monologues.
Being it a dualistic approach the information is right or wrong. If it is right, the information provides positive feedback, if it is wrong, the communication breaks up.
The better one manages ambiguity, the better one does business.
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