Intelligent Systems

Teamwork: Beware of Smart Alecks

December 14, 2015 in The Unicist Research Institute / Unicist Behavioral Tools / Unicist Cobots tagged Intelligent Systems / Smart Alecks / The Unicist Research Institute / Unicist Evolutionary Approach / Unicist Strategy by Peter Belohlavek

Smart Alecks cannot add value. Maximal Strategies demand adding value to the environment to go beyond the existing boundaries of a business.

Smart Alecks are advantage takers that have an amoral behavior in order to profit from the environment. This kind of behavior is the natural response of stagnant survivors when managing businesses.

Stagnant survivors are naturally “smarties” in order to live from the environment.

They are driven by anti-intelligence and anti-intuition having no ethical rules in their behavior. They need to degrade the environment in order to justify their appropriation. When they have a high IQ, they become extremely dangerous because their critics are very smart, fallacious and well disguised.

The awareness of their actions is “zero” because they are basically driven by greed that drives them into fallacious behaviors.

One cannot deal with smart alecks because they assume no commitment with what they apparently agreed, and they always find the necessary justification for their non-fulfillment.

Their amoral behavior is sustained by accomplices in order to have the power to impose their rules. They manipulate others based on the generation of urgent needs that hinder the existence of alternative actions.

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-school.org/complexity-sciences/wp-content/uploads/2015/12/turi.pdf

The Challenge of using Unicist Adaptive Project Management

July 22, 2015 in Intelligent Systems / The Unicist Research Institute / Unicist Cobots tagged Adaptive Project Management / Adaptive systems / Business Objects / Complex problems / Intelligent Systems / The Unicist Research Institute / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Logical Approach / Unicist Object driven Organization / Unicist Standard by Peter Belohlavek

The development of a new approach to manage projects became necessary to deal with adaptive systems. Adaptive systems produce actions and reactions during the development of a project that need to be managed in order to ensure the achievement of the objectives.

While the traditional approach considers that plan B is an emergency plan to achieve goals, the unicist approach to project management considers that the plan B is superior and includes plan A, the plan C is superior than plan B but includes it, and the plan D is an abortion plan that includes the development of a succedaneum solution.

These alternative plans have to be predefined before the project begins. It is necessary to consider that the most participative alternative is given by plan A and the most “directive” alternatives are given by plan C and D.

That is why the unicist approach to project management is necessary to deal with adaptive systems that are in motion and unnecessary when dealing with systems where the adaptive aspects do not need to be considered.

The stages of the Adaptive Project Management are:

1. Process Control Centered

The process control centered manager is focused on establishing the necessary operational, administrative and control systems to monitor the process using a forward chaining design process that allows having the information on each stage of the process.

2. Authoritative Management Centered

Authoritative management includes having the capacity of controlling the processes. It implies that the manager has the vision of the problem and alternative solutions in order to define the plan C for any central aspect of a project.

3. Objects Management Centered

This level includes having the capacity of developing an authoritative management of the project. It requires that the manager be able to apprehend the complexity of the adaptive aspects of projects.

4. Process Management Centered

This level includes the capacity of developing the object management of projects. It is based on having apprehended the unified field of the project as a solution in the context where it is being developed.

Conclusion

Adaptive Project Management requires integrating project planning and project execution skills to ensure that the solutions be achieved. It is based on approaching projects based on the use of processes and objects that have proven their capacity to provide the necessary solutions. It implies having a sound systemic knowledge and the knowledge of the fundamentals that underlie the solution.

Peter 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 Family Business Strategies

June 5, 2014 in The Unicist Research Institute / Unicist Cobots / Unicist Object Driven Organization tagged Business strategy / Fundamental analysis / family business / Intelligent Systems / Peter Belohlavek / Unicist Evolutionary Approach / Unicist Standard by Diana Belohlavek

Multiple applications developed at The Unicist Research Institute and the use of the complexity science research methodology drove to the finding of the nature of family companies. This led to the discovery of the fundamentals that define their behavior in the market, and the conceptual distinction between Business-driven Family Companies and Family-driven Companies. These concepts explained the proactive and/or reactive strategies in the building of maximal and minimum strategies in family companies.

This work showed that Business-driven Family Companies and Family-driven Companies are highly conditioned by the family archetype of each culture and the solution given to the roles that this fulfills. In those cultures where the affective role predominates over the economic and social roles, families that have businesses are highly inefficient and are always at risk as they don’t stabilize as institutions (independently of their members).

In cultures where the roles are balanced, business-driven family companies and family-driven companies are distinct fundamentally for their capacity and speed of growth. Business-driven family companies grow more rapidly.

In cultures where the predominant roles in the family are social insertion and the economic role, families with companies have a powerful influence in the environment. Although structurally they have less capacity to grow, they compensate this with the influence exerted in the environment. In markets with imperfect competition they build very powerful empires.

When we are dealing with business-driven family companies we can state that they are more effective than family-driven companies in the active roles, which are hunting, where one goes out to seek the animal in the market, and agriculture where intensive activities are developed.

An efficiently organized business-driven family company is more effective in passive hunting where it works from the basis of the influence of the family brand, and passive agriculture where extensive is what counts.

Therefore each business-driven family company must know what market niche to occupy where it can best achieve results.

We want to highlight that in marginal markets with highly imperfect competition, these concepts have no effects in reality, which is managed by non-company relationships, where the family-driven company has the weight of the family in that society.

The organization of family businesses requires establishing these companies according to the needs of the market and building a bridge with the needs of the family. This allows establishing family businesses as structured enterprises ensuring permanence, growth and profitability.

Diana Belohlavek

How do Business Viruses Work? – The case of the Virus Type A

July 16, 2013 in Intelligent Systems / The Unicist Research Institute / Unicist Cobots tagged Adaptive systems / Business Diagnosis / Business Virus Type A / Business Viruses / Intelligent Systems / ontogenetic maps / The Unicist Research Institute / Unicist Business Therapeutics / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Standard by Peter Belohlavek

Viruses are installed in organizations when the personal goals of their members prevail over the goals of the group in the case of entrepreneurs and of the mission and vision of institutions.

Viruses can be cured or palliated. When they are cured they strengthen the company and the immune system of the company.

When they are palliated but not cured they generate a chronic syndrome in the company.

Chronic syndromes of companies are considered as characteristics by butterfly companies and by those members of institutions that despite the fact that they are working in such institutions, they do not “belong” to them.

We have identified two different types of viruses in companies: Business Virus Type “A” and Business Virus Type “B”.

The virus type “A” is the virus in which the purpose of an activity is substituted by the achievement of personal benefits for the participant.

The virus type “B” is the virus in which the energy conservation function of the activity is substituted by the personal goals of a participant.

An example: The Structure of Object Driven Management

Object Driven Management implies managing the integration of the hardware, software and peopleware of a company.

This implies that the peopleware is the purpose of management. The active function is exerted by the software and the energy conservation function is given by the available hardware. Unicist Business Objects are part of the hardware.

The operational perceivable aspects are the existence of hardware and software. Peopleware is not evident, it implies intentions that cannot be observable and can only be measured by results.

As biological viruses need to be accepted by the body, business viruses need to be accepted by the organization. Therefore, in order to be accepted, business viruses need to show the same observable aspects that are already within the organization. In this case viruses necessarily show the existence of the hardware and the software of the company.

About Business Virus Type “A”

It is the virus that substitutes the purpose of a concept by a personal benefit from it.

In the case of Object Driven Management, Virus “A” is shown as follows:

This generates the inexistence of the integration between software and hardware.

This produces anarchy or inaction within the organization and the need of an authoritarian leader to manage the conflicts produced.

This lowers productivity, quality and reliability and therefore the value generation is diminished.

Peter Belohlavek

Made in Germany: an example to understand brand power

May 16, 2013 in Intelligent Systems / The Unicist Research Institute / Unicist Cobots tagged Adaptive systems / Brand Power / Brand Strategies / Intelligent Systems / Made in Germany / Peter Belohlavek / Social Influence / The Unicist Research Institute / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Logical Approach / Unicist Standard / Unicist Strategy / Unicist Thinking by The Unicist Research Institute

The research on brands as semiotic objects developed at The Unicist Research Institute, allowed discovering the ontogenetic maps of brands and their power. This expanded the possibilities of exerting influence on an environment when necessary, which requires understanding the prices that need to be paid.

“Made in Germany” is an example for brand power. It has to be considered as an “iconic symbol” that defines the central aspects of the national identity of the country. It is based on the attributes that are implicit in the collective intelligence of a society and can be considered as an iconic symbol of the culture it represents.

The objective of a brand is to influence the environment to establish an essential credibility of a promise of value. Therefore the power of a brand defines which level of value promises can be sustained in which context.

It has to be considered that a brand establishes the context for relationships. Therefore brands have to work as a negotiating object in order to fulfill their purpose. This means that they have to establish the role of the entity that is influencing the environment but also the power this role has.

That is why brands have homologous elements of negotiation processes: the construction power and the destruction power. Powerful brands generate a love-hate relationship because people “fear” the destruction power while they “love” their construction power.

What needs to be understood is that the construction power makes brands work as catalysts and their non-exerted destruction power is what works as an entropy inhibitor to sustain the construction power.

The apparent paradox is that the destruction power needs to be present in order to overcome third parties but cannot be used. If the destruction power is used, then the brand loses power and might be harmed or destroyed.

Therefore the destruction power needs to be in the mind of the perceivers of brands but the action has to be driven by construction power.

Social influence is based on the influence of the construction power which is given by the attributes a brand has that correspond to the true value promise it includes.

Unicist Press Committee

The Use of the Unicist Pilot Testing Method (UPT)

October 21, 2012 in Intelligent Systems / The Unicist Research Institute / Unicist Cobots tagged Business Diagnosis / Business strategy / Fundamental analysis / Intelligent Systems / Peter Belohlavek / Unicist Business Strategy / Unicist Evolutionary Approach / Unicist Standard / Unicist Technologies / unicist approach by Diego Belohlavek

The objective of the UPT is to confirm the validity of a knowledge, methodology or adaptive system. The method was designed to deal with the adaptive aspects of businesses in order to make their design reliable.

Unicist Pilot Tests are a core aspect of any market or organizational laboratories in order to design commercial or organizational processes.

Its purpose is to confirm the functionality of an adaptive system. It requires having the ontogenetic map of the system. What needs to be validated is the functionality (or credibility) zone of the system that has to be defined using its operational and fundamental knowledge.

Their first step is to develop destructive tests, which are homologous to destructive tests in the field of engineering, to define the limits of their functionality. To achieve this it is necessary to experience in homologous fields in order to find the limits of their reliability.

The second step is the development of non-destructive tests to confirm their functionality in the predefined specific field. It requires experiencing in analogous fields which requires having a sound operational knowledge in order to measure the validity of the results obtained.

The use of this method guides the Unicist Reflection methodology to manage complex adaptive systems.

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

What is the Unicist Approach to Businesses about?

April 13, 2012 in The Unicist Research Institute / Unicist Cobots / Unicist Object Driven Organization tagged Business strategy / Fundamental analysis / Intelligent Systems / Market Segmentation / scenario building / Unicist Business Strategy / Unicist Evolutionary Approach / unicist ontology of evolution by Diana Belohlavek

The purpose of the unicist approach is to influence the evolution of businesses by expanding their critical mass in the environment and organizing their processes using business objects.

At an operational level this approach increases the reliability of the operation and the quality delivered by a business.

When dealing with the adaptive aspects of businesses, the unicist approach allows introducing continuous improvement and catalyzes the growth in the markets.

The Unicist approach is implemented as spin-offs of the unicist technologies to build business units that drive the results to be produced. Market Labs are a typical example of these spin-offs.

The basic unicist technologies that sustain the unicist approach include:

1) The ontogenetic maps of the functions that define the business processes.

2) The object driven organization model.

3) The necessary business objects to be installed.

4) The cognitive objects to manage the fundamentals of the business.

The unicist approach is at the same time a breakthrough and a back to basic. It is a breakthrough because it is based on the discovery of the ontogenesis of evolution and it is a back to basics because it allows integrating the fundamentals of businesses with the technical analytical knowledge.

Access the book on “The Unicist Approach to Business” at the Unicist Library:
http://www.unicist.com/books-pages/en/unicist_approach_en17s.php

The Unicist Critical Mass Method

February 27, 2012 in The Unicist Research Institute / Unicist Binary Actions / Unicist Cobots / Unicist Functional Design / Unicist Process Management / Unicist Strategy tagged Business Diagnosis / Business strategy / Intelligent Systems / Unicist Evolutionary Approach / Unicist Object driven Organization / Unicist Standard by Diana Belohlavek

The Unicist Approach requires the use of critical masses in the adaptive business processes. A Unicist Critical Mass is the smallest amount of force that is needed to generate the integration of the elements of the unified field of a human complex adaptive system to produce results.

The Unicist Critical Mass Method (UCMM) is a design process that allows integrating the business architecture with the necessary synchronicity to be able to have a critical mass to add value and take advantage of opportunities. It requires a natural object driven organization with an adequate quality assurance process.

The quality assurance process that is included in the Critical Mass Method is based on having secure knowledge, on the use of destructive and non-destructive pilot tests to define the limits and validity of the solutions and on the existence of plans A, B, C and D to ensure results.

The UCMM is a strategic approach to define the processes established by the business architecture in a way that ensures the results to be achieved.

The UCMM is included in the Unicist Standards to manage adaptive systems.

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became the major research organization in the world in the field of human adaptive systems. More than 4,200 unicist ontological researches were developed since 1976 until December 2011 in the field of individual, institutional and social evolution. They included the development of the unicist ontogenetic maps (DNA) of institutions:
https://www.unicist-school.org/complexity-sciences/wp-content/uploads/2012/02/turi.pdf

Org-Lab: The Unicist Standard in Outsourcing & Insourcing

May 12, 2010 in The Unicist Research Institute / Unicist Cobots tagged Business Objects / Business strategy / Intelligent Systems / Outsourcing / Unicist Evolutionary Approach / Unicist Standard / Unicist Technologies / unicist ontology of evolution by Diego Belohlavek

The Unicist Standard in Outsourcing implies integrating Object Driven Organization, which is analogous to object oriented programming, with the specific characteristics of the processes involved. It requires integrating hardware, software and peopleware in a process design that allows developing improvements based on the upgrade of the objects involved in the processes.

Basically there are two types of outsourcing: expert and operational outsourcing.

Expert outsourcing is a synergic cooperative operation to increase productivity and reduce costs based on specialization and quality.

Operational outsourcing is a way to reduce costs without endangering the core business.

The recommendation is to define to outsource when it is convenient and to insource when it is necessary. But when outsourcing has been decided it is necessary to make a deep reflection to define which type of outsourcing should be done.

Access the unicist standard contained in the Unicist Standard 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.

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Work: Lazy minds live in parallel realities

May 7, 2010 in The Unicist Research Institute / Unicist Cobots tagged Business Diagnosis / Fundamental analysis / growth strategies / Intelligent Systems / Unicist Business Strategy / Unicist Evolutionary Approach / Unicist Standard / Unicist Strategy / Unicist Thinking / unicist ontology of evolution by Peter Belohlavek

The Unicist Standard for human behavior defines that “Lazy minds” create fallacies to avoid assuming responsibilities.

It has to be considered that:

1) humans need to minimize their energy consumption;
2) the brain is the most energy consuming organ of the human body;
3) fallacies are the less energy consuming thoughts of individuals.

“Lazy minds” generate personal attitudes to minimize the commitment of individuals with their environment. For lazy minds, work is not a value adding activity, just a pastime activity to earn money. Therefore fallacies become the natural response. To avoid measuring the value they add they measure their intentions.

The motto “Time is Money” was invented for them. It justifies their earnings without considering their added value. Time is not money in the real world, just a cost. The added value produced is what is worth money.

“From now on” are the most used words by lazy minds (some cultures prefer saying “tomorrow”) and “the need of change” is their excuse. Focusing on what they can produce is their solution.

But… Who can focus on work in a parallel world?

It is up to you! – We all need to live some time in parallel worlds.

Another but… Work is Work!

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

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

Peter Belohlavek

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