Monthly Archives: August 2013

Ontogenetic and phylogenetic evolution of ideologies

 in D) Unicist Future Research / The Unicist Research Institute / Unicist Cobots  tagged Countries evolution / evolution of ideologies / Social Evolution / Social Scenario / The Unicist Research Institute / unicist anthropology / Unicist Confederation / Unicist Evolutionary Approach / Unicist Future Research Lab / Unicist Theory of Evolution by

It is accepted that ideologies evolve with the evolution of institutions, communities and cultures. It is self-evident when learning from the history of the evolution of countries. What is not so self-evident is the fact that ideologies evolve with the evolution of individuals.

1) In their childhood the dominant ideologies are “individualistic”.

2) Adolescence drives to sharing with the group of colleagues which demands a “socialist” ideology.

3) Youth is the time of extreme exertion of power which drives naturally to a “paternalistic” ideology.

4) Finally, maturity implies minimizing the energy consumption which drives to “pluralism” meaning the understanding that multiple beliefs are functional to different goals.

Democracy is the functional integration and cohabitation of the ideologies according to the interests that need to be covered and the technologies that are available

It can be defined that “childhood” and “adolescence” require defensive ideologies while “youth” and “maturity” allow the use of expansive ideologies.

Defensive ideologies are the basis for minimum strategies while expansive ideologies define the maximal strategy.

In a mature democratic culture all these ideologies coexist.

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.
http://www.unicist.org/turi.pdf

Catalonia & the Basque Country as Catalysts of Spain’s Recovery

 in A) Country Archetypes & Scenarios / The Unicist Research Institute / Unicist Cobots  tagged Archetype of Spain / Countries evolution / Country Archetypes / Fundamental Analysis / Future Research / Intelligent Systems / Peter Belohlavek / Social Scenario / Spain Crisis / Spain Future Scenario / The Unicist Research Institute / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Future Research Lab / Unicist Logical Approach by

This research was developed to provide information that allows understanding the possible evolution of the outcome of the crisis that affects Spain. It is based on the information of the archetypes that were developed 20 years ago and the analysis of the crisis triggered in 2008. It was developed at the Future Research Lab of the Unicist Research Institute and led by Peter Belohavek.

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Spain

The reach of one’s globalization is defined
by the limit of the pronoun “WE”…

The crisis of 2008 was the final trigger for Spain to access an upper level of influence in the European and Global worlds that is being catalyzed by Catalonia and the Basque Country.

It is a structural change that will demand many years until finally being installed in the culture. It implies an upgrade in the educational system in order to go beyond conservatism and foster people to expand the boundaries as a natural way for growth.

Two values are being catalyzed in Spain by Catalonia and the Basque Country:

  1. The concept of bottom-up legitimacy
  2. The concept of value adding work

Introduction

The Spanish Kingdom has a traditional “top-down democracy” which has shown to be extremely successful and produced the Spanish Miracle between the sixties and seventies. The synergy produced by the central government was functional to generate growth and wellbeing. It generated a “duty-driven work” value that sufficed in those days.

Democratic Power

This allowed a high and steady growth based on a conservative approach.

But the speed of change increased enormously making top-down approach dysfunctional when dealing with economics.

Speed requires “bottom-up democracies” because it requires that individuals assume full responsibility for their actions.

Bottom-up democracies naturally foster “responsibility driven work” where the central directives are only inhibitors to dysfunctional social behaviors. This characteristic has been traditional in both Catalonia and the Basque Country, although having different operational solutions for the same goal.

This responsibility driven approach is not related with the “indignados” movement that occurred recently in Spain. It deals with the notoriously superior exports Catalonia and the Basque Country produce when compared with the Spanish exports.

Archetypes of Spain, Catalonia and the Basque Country

The archetypes of the culture of a country are the drivers that define its final goal which is acted out in the lifestyle of the population. Archetypes cannot be observed, but they can be inferred using double dialectical logic and predictors based on the knowledge of their ontogenetic structure. They can be found in the facts of the history of a country.

Cultural EthicsThe central fundamentals that drive the archetype of the Spanish Kingdom are:

1)  Ethics

2)  Power

3)  Wealth

These fundamentals are also implicit in the archetypes of Catalonia and the Basque Country, but have functionally differentiated contents.

While the ethics included in the Spanish archetype is strongly influenced by religion, the ethics included in Catalonia and the Basque Country has a strong influence of ethical functionality.

On the other hand, the trend towards the exertion of power is a dominant aspect of the Spanish archetype while the need for legitimacy in the exertion of power is required in Catalonia and the Basque Country.

Finally, it has to be considered that wealth in the central archetype is dominantly sustained by the value earning ethics while in the other cases ethics is based on the value adding ethics.

It has to be considered that the power of an archetype is based on the work it produces, meaning the capacity to generate added value to the environment. Therefore the archetypes of Catalonia and the Basque Country are more powerful than the archetype of Spain.

Although this has been and is still the trigger of most of the conflicts between the central government and the autonomous countries, it has been at the same time the trigger that allows driving Spain to a higher level of influential power.

Conclusions

A new era is coming. It is the era of increasing the speed and adaptability. This implies moving from a “Top-down legitimacy” which is necessarily conservative to an integrated democratic power that is triggered by a “Bottom-up legitimacy” complemented with a top down approach to avoid entropic actions.

It implies dealing with a complex world where competitiveness needs to be integrated with cooperation. The concepts implicit in the Catalonian and Basque Country’s cultures are a natural catalyst that allows building upon existing approaches without needing to look for foreign solutions.

It will be a conflictive period because there will be people who will try to go back to the Spanish Miracle and others who will accept that something new has to be built. As a transition it is necessarily painful which demands the use of palliatives in order to make the process bearable.

But the good news is that the solution is there.

Annex:
Wealth & Poverty – the Power of Nations – Democracy

 

1) The Ontology of Wealth and Poverty

The purpose of wealth is to foster evolution to guarantee the opportunities for the next generations. Wealth/Social evolution of a culture depends on the working capacity that is limited by the social and institutional inertia of such culture.

Wealth - PovertyOperationally, wealth depends on the working capacity, the technology, the education and the inertia of a culture. Poverty as such doesn’t exist. Poverty implies the absence of Wealth.

That is why it is commonly seen in underdeveloped countries that there are organizations who promote the “combat of poverty”.

You can combat thieves because they exist, you can combat enemies, but you cannot combat poverty. What you need to increase is wealth. The combat of poverty is just a fallacious myth to justify the distribution of an existing wealth.

The production of wealth must be fostered to reduce poverty. Combating poverty produces more poverty.

Poor countries have no power, because their working capacity is extremely low, that is why they are poor.

Wealth produces evolution

The elites drive the evolution. Producing evolution implies increasing the speed of work of a culture.

Wealth and poverty do no only depend on the action of a culture but also on the limits and possibilities of the environment.

Social Structure

What one is producing today might be worthless tomorrow because the environment changed.

Therefore, wealth implies being focused on the value of work which is always defined by the beneficiary of the task that is being done.

The production of wealth implies ensuring subsistence as a minimum strategy. This subsistence level is what we call poverty.

This level implies following the inertia of a culture and ensuring that the education makes people follow the values of such culture while using the necessary technologies for subsistence.

The maximal strategy is given by the development of work, which implies changing the inertia extending the boundaries of the activity, using innovative technologies to produce more with less while fostering the individual responsibility in education.

When we talk about education we are referring basically to the education of the elites that lead any evolution process.

The Dynamics of Evolution and Involution of Wealth

Understanding the indicators of evolution and involution allows defining if Wealth production is being increased or distributed.

Wealth - PovertyIt can be said that distribution leads to involution and production leads to expansion. If production is not distributed, the economy explodes. If distribution is the center of the economy, the society implodes.

The dynamics of Wealth production can be described as follows:

The increase of social wealth produces the evolution of the archetype of a culture.

This necessarily implies materialistic growth and the growth of the social values. This can be observed, among others, in the history of Australia, Brazil, China, Finland, India, Japan, South Korea, Sweden and the USA.

Social wealth grows because the paradigms of work have been changed following the laws of evolution.

Innovative technology and individual education produce the driver that enables the elite to guide through new boundaries to expand the present power of the culture.

Production prevails over distribution. But distribution is considered to ensure the minimum strategy for wealth increase.

Underdeveloped countries usually have a significant segment of their population at, or below, the subsistence level.

Therefore they tend to prioritize distribution and thus the archetype of the country stagnates or involves.

The education for work is the catalyst of the evolution of wealth and thus it is the catalyst of the evolution of the archetype.

The socializing education, to fulfill the social rules of the society, is the entropy inhibitor that ensures that the minimum strategy can be fulfilled.

It is not one or the other; it implies the coexistence of both, which have two structurally different rules.

Individual education for work needs to foster the extension of the technological boundaries while the socializing education needs to sustain social and institutional inertia.

2) How is the Power of Nations developed?

Understanding that the power of a Nation depends on its capacity to work is something very difficult to accept because it is rather new.

And accepting that the archetype of a culture defines the level of work that is the standard in an environment sounds deterministic and for some people racist. Because it implies that every culture obtains what it produces; that underdevelopment is defined by the underdeveloped, development by the developed and emergent by the emerging.

Power = W/t: Power can be measured in speed

Power can be measured in speed. That is why we say we can make a metaphor and measure the level of development in speed.

If developed cultures move at a speed of 100 km/hour, underdeveloped evolve more slowly.

That is why the gap between development and underdevelopment increases from day to day.

But emergent cultures are emergent because they move faster than the developed ones, which means that the gap between emergent cultures and developed cultures decreases from day to day, until the emergent cultures surpass the developed cultures.

The Power of Country Archetypes is defined by Work

P=W/t

Work implies the capacity of displacing facts in nature in order to generate a usable added value for a society.

Therefore it is implicit that the fundamentals of work are consistent with the different levels of archetypes.

Social Value of Influential Work

The purpose of work in elites of influential archetypes is to generate added value in their societies. To do so their active function is driven by the transforming of nature and the energy conservation function is the need to overcome resource scarcity.

Influential WorkIf we see it at an operational level we can define that:

The maximal strategy of the elites is to transform nature driven by the energy focused on knowledge and the personal need that sustains their actions is the self-affirmation of their deeds.

The minimum strategy to overcome resource scarcity is driven by the energy of their capacity to produce and the personal need that sustains their actions is the capacity to manage the time to make things happen.

Work dynamics of the influential type

From a dynamic point of view it can be said that an archetype is involving when the need to overcome resource scarcity prevails over transforming nature.

The catalyst of work at the level of influential archetypes is the need of self-affirmation at work. On the other hand, the entropy inhibitor is the need of time management that ensures following the rhythm of the culture.

Social Value of Expansive Work

Expansive Work

The purpose of work in elites of expansive archetypes is to earn value in their societies.

To do so their active function is driven by earning money and the energy conservation function is the need to survive.

If we see it at an operational level we can define that:

The maximal strategy of the elites is to earn money driven by the energy focused on their efforts to do so and the personal needs for recognition that sustain their actions.

The minimum strategy is to ensure subsistence, which is driven by the energy of their capacity to collect from the environment and the personal need that sustains their action is the need to “have” things.

3) Democracy

Top-Down vs. Bottom-Up Democracies

Democracy can be described as the authoritative leadership of a group or community aimed at achieving consensus and efficiency, and making the necessary trade-offs in a context of evolution conflicts.

DemocracyThe final goal of democracy is to achieve consensus which implies that there is a greater good that integrates the participants of a community. This greater good defines a vital space that is shared to make consensus meaningful.

Sharing a vital space necessarily requires a cooperative attitude and the existence of a nationality or spirit-de-corps that integrate the participants in order to build a context for cooperation. Finally, consensus implies the existence of democratic alternation which implies that the leaders rotate while the institution remains untouched.

Efficiency is defined by the achievement of results based on objective consensus among the members and the building of trade-offs that allow achieving results that go beyond the boundaries of the establishment.

The building of trade-offs imply that a subjective consensus needs to be achieved where the necessary entropy inhibiting trade-offs are implemented paying the price to sustain the evolution conflicts that give meaning to the democratic actions. Evolution conflicts are complementation conflicts that allow empowering and expanding the vital space.

The ethic of democracy – extreme democracy

Consensus is the purpose of democracy. Consensus can be achieved in many ways. Considering extreme-democracy, where consensus is achieved “spuriously”, the Stockholm syndrome can be defined as a type of democracy. It is what we call the anti-democracy. It achieves the same purpose, consensus, but based on the destruction of the free-will of participants.

Four types of democracy can be conceptually defined:

Top-Down Democratic Segments

Individualistic democracy – interest-based submissive model

The goal is to foster individual evolution based on a materialistic submissive behavior of the members of the community.

Belonging group-based democracy

This is grounded on the adherence of people to a group. The goal is to evolve within the rules of a group. Consensus is given by the acceptance of the rules.

Bottom-Up Democratic Segments

Elite-based democracy

It is based on the possibility, open to everyone, to debate the problems of a society. The existence of elites ensures the necessary stability given by an accepted establishment.

Integration-based democracy

The integration-based democracy implies an institutionalization that structures the integration. Institutions filter the incompatibilities and permit a smooth evolution towards efficient consensus. Fundamentalism is incompatible with democracy.

If you want to access more information about this study please contact
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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

Cultural confrontation: the clash between adaptive and over-adaptive cultures

 in E) Structural Conflicts / The Unicist Research Institute / Unicist Cobots  tagged Adaptive cultures / Countries evolution / Country Archetypes / Cultural confrontation / Economic growth / Future Research / Intelligent Systems / Over-adaptive cultures / Social Evolution / Social Scenario / The Unicist Research Institute / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Future Research Lab / Unicist Theory of Evolution by

The root cause of the clash between cultures is in fact the confrontation between over-adaptive and adaptive cultures. Over-adaptive cultures are naturally driven by a dualistic approach which drives them to consider enemies all those that are different or have a superior level of adaptiveness.

Cultural Confrontation

The reach of one’s globalization is defined
by the limit of the pronoun “WE”…

On the other hand, adaptive cultures are driven by integrative approaches that allow them influencing the environment while being influenced by it.

The apparent paradox is that while adaptive cultures include over-adaptive behaviors in order to accept the influence of the environment, over-adaptive cultures are dualistic and cannot accept adaptive behaviors within their boundaries.

That is why adaptive cultures are able to generate added value while over-adaptive cultures need to survive based on the appropriation of value.

Obviously, the confrontation is generated by the over-adapted cultures that need to transform the adapted ones into enemies in order to justify their attitude towards the appropriation of value.

This confrontation is in fact the battle between evolution and involution, which generates opposite and incompatible positions that can only be overcome by the acceptance that adaptiveness is a goal to be achieved.

Adaptiveness requires necessarily a double dialectical equilibrium that fosters change on the one hand while it provides an energy conservation function to establish a stable equilibrium.

Evolution – About adapted cultures

Cultural adaptiveness is the central gravitational force that fosters expansion. It is homologous to institutional expansion processes. The core of the adaptive behavior is to make growth in an environment possible.

Cultural AdaptivenessThe unicist ontological structure of adaptiveness includes counterintuitive elements that make it difficult to apprehend because of the pre-concepts people have. The final purpose of cultural adaptiveness is to achieve growth using influence on the environment to produce it.

Over-adaptation works as a driver for cultural degradation but also as an energy conservation function in adaptive environments, a fact that can be considered counterintuitive. That is why over-adaptation can only be apprehended if it is experienced.

The final objective of adaptive behavior is to grow. It is self-evident that if a system grows it is because it appropriates more energy than the energy the system consumes.

This concept of growth needs to be understood in order to be able to differentiate the cost of things from their value. Value judgments need to be left aside in order to apprehend the concept of growth.

It is necessary to be adapted to an environment in order to manage the growth equation in an equilibrated way making an institution grow based on the added value and not only on the appropriated value.

Value adding differentiation requires the use of technology and innovation. That is why cultural adaptiveness drives naturally towards the development of technologies and the fostering of innovations.

It implies necessarily going beyond existing boundaries which is a basic characteristic of the actions that drive towards growth.

This requires necessarily knowing the scenario where the expansion is taking place, the possibilities the environment offers and their evolution. Adaptive growth requires having a future scenario of the context and not only being driven by reactive actions.

The educational system of a culture defines if the future generations are being prepared to adapt to the environment.

Dynamic Equilibrium: Learning to adapt

Dynamic equilibrium implies adapting to reality which implies a permanent accommodation process in order to generate the necessary complementation or supplementation with the environment.

Dinamic Learning ObjectsDynamic equilibrium requires using the double dialectical logic to approach reality which is based on the conjunction “and” without the existence of disjunctions. This allows individuals to influence the environment while they are being influenced by it.

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It requires having a structural approach in order to be able to apprehend the fundamentals of reality and a functional approach in order to measure them in terms of results. In a dynamic equilibrium environment things are not true or false, but functional or dysfunctional.

Dynamic equilibrium requires dealing with reality as a complex adaptive system. This implies that the structure of the complex adaptive system, defined by a purpose, an active function and an energy conservation function, needs to be apprehended.

This apprehension requires the use of the double dialectical logic which demands using the unicist double dialectical thinking. This approach allows apprehending complex adaptive systems in their nature and transforming them into systemic systems making the necessary compromises without leaving aside their essential structure while measuring the results that are being achieved.

Adaptiveness has naturally a high level of entropy. The level of entropy is high because it needs to work within a complex adaptive system where the needs of the institution or culture and its environment need to be integrated.

Institutions and cultures need to establish the system that defines their structure. It can be said that the basics of countries considered as adaptive systems are given by their constitutions and the basics of institutions are given by their visions.

Constitutions and visions are functional when they are consistent with their real archetypes. They produce the conditions for a structural over-adaptation when they are not consistent.

 

Involution avoidance – About over-adapted cultures

Involution is driven by the over-adaptation of a culture. Over-adaptive behavior hinders the possibility of the members of influencing an environment in an adaptive way.

Cultural AdaptivenessInvolutionary cultures are put into action by a survivors’ ethics that allows its members to survive within an environment they consider hostile. Over-adaptation is, by definition, a conflictive approach with the environment.

The cultures that are in an involution process need to deny it and transform the context into an enemy in order to be able to profit from the environment without needing to influence it by adding value.

The driver of over-adaptiveness is the submission to the myths and fallacious myths of a culture. While myths establish non-conscious rules for human behavior, fallacious myths are fallacies and utopias that are built to cover the weaknesses of a group or culture.

A culture becomes stagnated when it behaves in a fully submissive way. Involution is generated because the context evolves and the society stands still.

Dominating in order to profit from the environment is a natural behavior in stagnated cultures. Over-adaptation also requires eliminating all those who are different because they make the involution evident.

Conjunctural domination makes the societies feel that they are evolving. Domination is an attitude that is praised in these cultures.

The maximal strategy in involutionary cultures is to survive. Surviving is an extreme effort when a culture involves. That is why involution generates survivors. The paradox is that survivors cannot influence the environment to change the trend towards evolution.

The catalyst for cultural involving processes is given by the capacity of survivors to accumulate wealth and hold it.

That is why wealth in involving cultures needs to be tangible and controllable. Involving cultures do not believe in science and technology because they are abstract and cannot be held. Intellectual property is disregarded.

The educational system of a culture defines if the next generations are being limited in their adaptiveness or not.

Static Equilibrium: Teaching to over-adapt

The use of dualistic logic, based on the confrontation of positions, using the disjunction “or” to deal with reality, drives individuals to a static equilibrium where their opinions prevail.

Dualistic thinking, following the natural behavior of neurons, is the less energy consuming thinking process. This drives naturally towards an over-adaptive behavior which implies submitting, dominating or opposing to the environment.

Static Learning ProcessDualistic logic generates naturally aprioristic fallacies to deal with the environment which allows individuals to build a parallel reality that works as a comfort zone where they have no need of adapting. Domination, submission and oppositions are the alternatives they manage to feel safe.

Dualistic dialectics is the justification of the actions of individuals when they need to remain in a static equilibrium.

The positive aspect is that static equilibrium allows managing reality as a systemic model based on cause-effect relationships although complexity cannot be apprehended.

Static equilibrium is necessary to deal with methods and supernatural and religious thinking. That is why the basic educational system is based on teaching static processes in order to allow people to access the world of work.

Growing from Over-adaptiveness to Adaptiveness

The change of a culture from an involutionary trend towards an evolutionary trend is generated by the upgrade of the level of ethics in a culture.

This requires the installation of a heroic leader in the society. This heroic leader is a sort of messiah and that is why involving cultures are always seeking for a messiah.

Because of their need to change the trend, the members of these societies buy from psychopathic leaders the promise that they will introduce the change. The result is the next degradation.

If a hero appears and makes the turnaround of an involution trend, s/he has to “disappear” after his/her work is finished in order to make the stabilization of the trend possible.

Involution is maintained when heroes remain in power and are only “the other side of the coin”.

The confrontation with adaptive cultures is the natural alternative when the way to expand towards an adaptive behavior is perceived as impossible.

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

The 10-Year Future Scenario of Object Driven Marketing

 in The Unicist Research Institute / Unicist Cobots / Unicist Functional Design  tagged 10-Year Scenario of Object Driven Marketing / Future Scenario of Object Driven Marketing / Intelligent Systems / Marketing Future Scenario / Marketing Trends / Object Driven Marketing Trends / Peter Belohlavek / The Unicist Research Institute / Unicist Business Architecture / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Future Research Lab by

The future scenario for Object Driven Marketing was developed by the Future Research Lab of The Unicist Research Institute, led by Peter Belohlavek, to provide information on the next step in marketing in the XXI Century. The following synthesis of the results of the research shows what is already happening in the market and how these actions will evolve due to the use of the technologies that are now available. Object Driven Marketing implies transforming the activity of marketing managers from a technical analytical role to an architectural role.

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Adaptive Architecture of Marketing

The reach of one’s globalization is defined
by the limit of the pronoun “WE”…

Introduction

Commercial objects are homologous to the autopilot of an airplane. They are automated adaptive units to influence the marketing having a scope within which they are functional. When the scope is exceeded it is necessary that the managers assume the responsibility to influence the market with other means.

Merchandising, packaging and promotion can be considered as some of the predecessors of commercial objects. Object driven marketing is just the materialization of traditional marketing mix in a structured adaptive commercial process.

But this process requires being able to emulate in mind the structure of the different segments that are addressed in a commercial process. This requires the use of models that make this possible in a reasonable, understandable and provable way.

Unfortunately, the proof can only be confirmed when the market has been approached. That is why object driven marketing requires a full credibility in what is being done.

Object driven marketing integrates commercial driving objects to influence buying decisions, entropy inhibitors to avoid losing clients, catalysts to influence the commercial process and gravitational object to sustain the value propositions. Inhibiting objects are used to avoid dysfunctional commercial activities.

The drivers towards object driven marketing are:

  1. The customer relationship management systems
  2. Supply driven or highly competitive markets
  3. Global marketing
  4. The market orientation of companies

The new technologies that make object driven marketing possible are:

  1. Adaptive IT solutions
  2. Internet
  3. Consumer behavior segmentation
  4. Corporate behavior segmentation
  5. Commercial Objects
  6. Semantic and Semiotic objects
  7. Unicist Ontology of Ambiguous Language
  8. Adaptive automation

What will have happened during the next 10 years?

  1. The effectiveness of marketing campaigns will have been notoriously increased
  2. Global marketing will have become fully objects driven
  3. CRM will have become adaptive
  4. Diving objects will be regularly used
  5. Catalysts will be used by the market segments leaders
  6. The relative commercial cost will have been significantly reduced
  7. The role of marketing managers will be focused on marketing architecture
  8. The expansion of markets beyond the boundaries of an existing business will have been simplified.

“Adaptiveness is the name of the new Era”

 

The Role of the Architect

Architects can only design and monitor the construction of something that is being built if they have the functional model in their minds. Architecture begins being a mind model and ends integrated in a deed.

The role of the architect includes necessarily the integration of both the science and the technology that architects need to manage.

Art is what makes the integration of science and technology possible. In this sense, architects need to integrate both science and technology considering that the scientific knowledge they manage is essentially objective and the technologies are driven by the values of those who developed them.

Architecture requires a high level of knowledge in order to integrate the objective value, the subjective value and the environment in a unified field. It has to be considered that the etymology of architects implies “director of works”.

Architects need to build a functional model that represents the object that will be constructed.

This functional model requires having apprehended the ontological functionality of reality, having developed a strategy that includes both maximal strategies, to expand the functionality of the object that has been built based on the knowledge of its unified field, and minimum strategies, to ensure the functionality of the model.

Access the complete synthesis at:
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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

The 10-Year Global Future Scenario of Objects driven Virtual Collaboration

 in The Unicist Research Institute / Unicist Cobots / Unicist Functional Design  tagged 10-Year Future Scenario Virtual Collaboration / Future Research / Intelligent Systems / Object Driven Organization / Objects driven Virtual Collaboration Trends / Organizational Trends / Peter Belohlavek / The Unicist Research Institute / Unicist Confederation / Unicist Evolutionary Approach / Unicist Future Research Lab / Unicist Standard by
Complementation

The reach of one’s globalization is defined
by the limit of the pronoun “WE”…

The 10-year Global Future Scenario of Objects driven Virtual Collaboration, developed by the Future Research Lab of The Unicist Research Institute and led by Peter Belohlavek, defines the trend towards this type of work organization when some of the following conditions are given:

  1. Extreme specialized solutions are needed
  2. There is a need for time saving
  3. There is a need for timing
  4. Transparency of work processes
  5. Reliability systems
  6. Customer orientation
  7. Quality assurance in work process

About Virtual Collaboration

The communication and IT technologies allowed making the next step in organizational design, integrating personal and virtual collaboration, organizing roles and using business objects, to maximize results and minimize costs.

This is a change in working habits that is extremely valuable to manage the adaptive aspects of businesses.

The virtual collaboration allows developing both internal and external work processes. The introduction of this technology needs to begin with the activity where the productivity increase is needed the most.

Relationship BuildingMarshall McLuhan said: “The Medium is the Message”. There is no doubt that virtual media are less powerful than in-person activities to build personal relationships. Therefore it is necessary to compensate this characteristic with an increase of functionality in the group dynamics.

Functionality is increased by using business objects (that introduce functional adaptive automation into the processes). The use of business objects driven work processes allows increasing the functionality of virtual collaboration processes and building a context of simplicity.

In order to achieve group synergy, it is required that the group follows a protocol that establishes the rules of actions and the distribution of credits for its members.

It has to be considered that the bond established between the members of a group is basic to provide a collaboration context that allows achieving synergy and thus increases the productivity.

The fundamentals of this bond are given by the complementation between the members, the functionality of each role and the personal link between the members.

The drivers of this trend are:

  1. The use of virtual collaboration at a personal level on Internet
  2. The massification of the use of Internet
  3. The use of virtual collaboration by many leading organization such a: Shell, IBM, Deloitte, Google, Cisco, etc.

The new technologies that sustain this trend:

  1. Cloud computing
  2. Audio/Video-conferencing
  3. Data-sharing
  4. Desktop-sharing
  5. Web-conferencing
  6. Imaging technologies
  7. Object Driven Organization
  8. Adaptive IT Solutions
  9. Client Centered Management

Where will Virtual Collaboration be installed as a standard within the next 10 years?

  1. Project Management
  2. Work Process Monitoring
  3. Home Office
  4. Research & Development
  5. Counseling/Coaching/Tutoring
  6. Business consulting
  7. Auditing
  8. IT R&D
  9. Virtual Negotiations
  10. B2B Marketing
  11. Buying Processes
  12. Business Monitoring
  13. Customer Support
  14. Auditing
  15. Corporate Universities
  16. Medical Consultations
  17. Medical Prevention
  18. Medical Monitoring
  19. Clinical Trials

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Subjectivism is the killer of Virtual Collaboration

Subjectivism at work is the prevalence of subjective, ungrounded opinions, which prevail over any foundations that can be installed by a counterpart. Subjectivism implies the need of using distortive perceptions, denial and fallacies to avoid dealing with the actual problems.

Subjectivism is necessarily driven by manipulation which necessarily requires an extreme use of emotional influence to avoid dealing with the functional aspects of reality.

http://unicist.net/economics/manipulation-is-a-long-term-business-killer/

Therefore virtual collaboration requires working in functional environments where the roles of individuals are recognized by the results they can produce and their capacity of teamwork. Subjectivists can use virtual communication but not virtual collaboration.

What is needed to deal with Virtual Collaboration?

There are three aspects of organizations that need to be considered when installing virtual collaboration as a standard:

  1. Client Centered Management, to organize towards the satisfaction of customers and clients.
  2. Object Driven Organization, to use objects and personal roles to introduce functional adaptiveness in the processes.
  3. Adaptive IT solutions in order to provide a framework to sustain the efficacy of the participants.

1) Client Centered Management (CCM)

Client Centered ManagementCCM is a management model that was developed to establish the rules for an optimum use of the company’s energy so as to satisfy its internal and external clients. When talking about the external client in the company we necessarily refer to the customer and the shareholder. CCM is a meta-model to provide result-assurance, client orientation and secure added value to an organization. It is the natural model to expand businesses.

CCM is a paradigmatic adaptive system integrated by multiple business objects.

The core objects are:

1) The Unicist Reliability System

2) The Unicist Scorecard

3) The Unicist Quality Assurance System

The principles that integrate the CCM meta-model are:

1. Divide the processes into client-supplier units

This division aims at determining which operating units have a clear “output” so as to be suppliers and which have a clear “input” so as to be considered clients.

2. Minimize intermediaries

This principle follows the natural concept of “the larger the number of intermediaries, the bigger the entropy”.

3. Services or products received are paid for

This principle makes the organization become more aware of costs and benefits and enables negotiating goals to obtain measurable and predictable results.

Maximal Strategy

4. Each client has only one supplier

The principle that each client has only one supplier defines the role of the supplier which drives towards a solution driven approach and not only a task driven approach.

5. First giving, then receiving

It implies that services are paid for once rendered and not during the rendering process or in advance. There can be grounded exceptions to this in the organization.

6. Delivered out of time is considered undelivered

In practice, it ends up in an incentive system for each delivery on time and a punishment system if the dispatch is made out of time.

Minimum Strategy

7. Every client may change his supplier

The organization’s success is given by its capacity to satisfy the clients’ needs. This obliges the organization to manage the unfulfilled situations a supplier may have.

8. He who needs claims

“He who needs claims” is a principle based on the KANBAN approach which is closely associated with the natural tendency of satisfying one’s own needs.

9. Each supplier counts on his client’s trust

One of the basic principles of any successful large company is having a high reliability level. Reliability and trust are “sine qua non” principles for CCM’s application.

2) The Object Driven Organization

The unicist organizational approach is based on emulating nature in organizations. An extremely effective organization can be developed integrating both structural aspects that sustain evolution and incidental aspects that allow dealing with conjunctures. Emulating nature implies integrating the abstract apprehension of reality with the concrete operational design.

Object Driven OrganizationA unicist object driven organization is a result driven model that, according to the predefined objectives, designs the necessary processes and uses and reuses business objects to produce the expected results.

The object driven organization requires having a high level of maturity in business. It can be defined as the organization of processes and the use of objects to achieve the objectives that have been established in a strategy.

An object driven organization implies the development of a maximal strategy that includes the design of processes based on taxonomic procedures to put them into action and also a shared vision that makes these processes consistent with the business.

The vision of the organization is the catalyst of the minimum strategy. If it does not achieve its threshold, it works as an inhibitor of the minimum strategy and destroys the organization. The minimum strategy is based on the use and reuse of objects within the context of methodic procedures to ensure their use and functionality. This is sustained by an action plan (a “to do” list) to guarantee the fulfillment of the minimum strategy.

The use of business objects structures the timing and synchronicity of business processes. It also provides the necessary acceleration to achieve the needed critical mass and the required speed to adapt to the environment.

Types of Business Objects

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

Objects’ FunctionalityThe 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

Unicist Business Objects are provided for the following uses:

–Driving Objects 
To drive processes

– Catalyzing Objects 
To accelerate processes

– Entropy Inhibiting Objects 
To inhibit the entropy of business processes

– Inhibiting Objects 
To inhibit dysfunctional events in a business

– Gravitational Objects 
To influence the results of processes

3) Adaptive IT Solutions

The available IT technologies made the development of adaptive systems meaningful. The objective of building adaptive systems is to integrate software, hardware and peopleware in adaptive work or business processes to assure the quality of the results produced.

Adaptive IT ArchitectureThe development of the adaptive IT  technology became possible because of the discovery of the unicist laws of evolution, the object driven organization that emulates the organization of nature and the drivers of human behavior that allow designing the necessary peopleware.

Before the existence of adaptive systems, the solution was fully focused on the efficacy of individuals, which increased the responsibility of the person who was doing a job. This forced individuals to consider all the details of the feedback from the environment which increased the probability of errors.

The catalyst of an adaptive IT system is its capacity to learn from the feedback to improve its adaptive structural behavior. The entropy inhibitor of the system is given by its capacity to learn to ensure conjunctural adaptiveness.

Adaptiveness is based on the existence of drivers that make it possible. There are different levels of adaptiveness beginning with the most basic and ending with the most flexible. The levels of the adaptive drivers are the following:

  1. There are analogical drivers that are based on the recognition of patterns.
  2. There are rule based drivers that include the preexisting and add rules that correspond to the activity.
  3. There are empirical drivers that include the preexisting and add empirical information obtained using mathematical models.
  4. There are objects based drivers that include the preexisting and add concept based objects as intrinsic adaptive systems.

The integration of the adaptive aspects with the operational and administrative aspects is necessary in order to develop user oriented information systems.

The level of adaptiveness of a system has to be designed according to the characteristics of a work process. Administrative and operational systems can be transformed into adaptive systems by adding and integrating an adaptive interface.

Quality Assurance: The Unicist Standard

The Unicist Standard was developed to sustain the application of the Unicist Logical Approach to Adaptive Systems Architecture and to the building of Unicist Business Objects.

The researches developed at The Unicist Research Institute allowed managing the unified fields of human complex adaptive systems in a reasonable, understandable and provable way.

The discoveries of the ontogenetic intelligence of nature, the anthropological invariables and their evolution, the human ontointelligence and the double dialectical behavior made the research & development and management of adaptive systems possible.

The Unicist Standard defines the ontogenetic maps that have to be followed in an adaptive system in order to structure it and achieve the results that have been defined as possible.

Conclusion

Virtual collaboration is the natural way to organize when there is a need of expert knowledge. Nowadays expert knowledge can be integrated in most of the cases by using the IT technologies that allow sharing data and images.

Collaborative ContextThe time saving and productivity increase is significant when the conditions for virtual collaboration are given. It allows providing full synchronicity with the needs of customers and clients.

But there are several requirements for virtual collaboration to be implemented:

  1. Virtual collaboration needs transparency of work become part of the culture of an organization.
  2. It needs reliability systems that monitor work processes.
  3. It requires customer orientation that fosters fulfillment, synchronicity and reliability.
  4. Personal roles need to be complemented by quality assurance processes to ensure results.

If you want to access more information about this study please contact n.i.brown@unicist.org

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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. http://www.unicist-school.org/future-research/wp-content/uploads/2013/08/turi-1.pdf

 

The 10-Year Future Scenario of Global Consumer Markets

 in The Unicist Research Institute / Unicist Cobots / Unicist Functional Design  tagged 10 year Future Scenario of Global Consumer Markets / Economic growth / Future Research / Global Consumer Markets Trends / Intelligent Systems / Peter Belohlavek / Social Scenario / The Era of Empathic Adaptiveness / The Unicist Research Institute / unicist anthropology / Unicist Confederation / Unicist Corporate University / Unicist Evolutionary Approach / Unicist Future Research Lab / Unicist Logical Approach by

This is a synthesis of the future scenario development, led by Peter Belohlavek, that was triggered by the research on global behaviors www.unicist.org/research_project3_en.pdf and was upgraded due to the stagnation of the growth of countries in the EU since 2008. It included the following countries:  Argentina, Australia, Brazil, Canada, Chile, China, England, France, Germany, India, Japan, Mexico, Spain, Sweden, USA and Venezuela.
To access the basics on Unicist Future Research please enter: www.unicist.org/sdp.shtml

Consumers and clients were the victims of the XXth century

Dominant Economic Drivers

The reach of one’s globalization is defined
by the limit of the pronoun “WE”…

The XXth century was strongly influenced by the battle between capitalist consumerism and communist anti-consumerism. Paradoxically, both positions are the two faces of the same coin: the transformation of consumers into survivors which drove them towards over-adaptive behaviors and addictions.

Ideologies prevailed over functional behaviors. Capitalism used the myth of “design globally, operate locally” to justify their actions on markets while Communism brought about the theory of the “Superior Human Being” in order to justify their lack of productivity.

Consumers paid the bills which drove to side effects that were extremely functional for this period while the understanding of the functional needs of consumers was left aside and money driven or ideology driven manipulation prevailed.

The lack of knowledge to develop an empathic relationship with consumers inevitably made materialistic or ideological justifications prevail in decision making. The less an individual knows about the true drivers of consumers’ behavior the more he needs to use manipulation to influence.

The knowledge of the drivers of buying decisions and the possibility to develop predictive interfaces to build adaptive automation allowed leaving behind behaviorism that worked as a palliative for almost 100 years.

A turning point

This future scenario implies a turning point. It is a turning point to increase the level of empathic influence on the markets in order to increase the adaptiveness of commercial processes.

Paradoxically, this turning point is a consequence of the same drivers that led to the stagnation which now triggers the next step. This next step appears in a context of new technologies that allowed the development of automated adaptive solutions to build empathic approaches with consumers.

The drivers to the turning point were:

1)      Growth stagnation

2)      Unemployment

3)      Financial crises and the change of the role of banks as monetary circulation administrators

4)      The massification of social virtual networks

5)      The massification of personal communication

6)      The increase of individualism

The new technologies that made the turning point possible were:

  1. The discovery that in nature there only exist stable relationships based on complementation and supplementation opened a new perspective on the management of complex adaptive systems. It allowed managing the integration between consumers, products and providers, and confirming the validity of mathematic analyses of consumers’ behavior when complementation or supplementation had been confirmed.
  2. The discovery of the double dialectical logic that allows emulating the dynamic of consumers’ behavior.
  3. The development of commercial, semiotic and semantic objects to build empathic relationships with consumers.
  4. The discovery of the drivers of consumers’ actions that allowed developing the functional, psychological, conceptual and lifestyle segmentation.
  5. The development of adaptive automated IT solutions to manage markets
  6. The discovery of behavioral predictors and the development of predictive interfaces for IT solutions.
  7. The use of structured commercial communities.

What will have happened within the next 10 years?

The following aspects will be the standards in consumer market management within the next 10 years:

  1. The segmentation of potential customers – including the hard, functional, psychological, conceptual and lifestyle segmentation – will have been used as a standard based on observable predictors to influence consumers with a more empathic approach.
  2. Cross-cultural segmentation will have been used to manage adaptive empathic influence worldwide.
  3. Object Driven Marketing will be a standard marketing approach.
  4. The use of commercial catalysts will have been applied in all the cases where they work.
  5. Client Centered Management and Object Driven Organization will have become standards in business architecture.
  6. Co-marketing and commercial alliances will have been multiplied
  7. Brand management will have become significantly more important to build product/service synergy.
  8. Hyper-segmentation will have been used in all those niches where there is no direct relationship between the value of products and their variable costs.
  9. The social networks will have become a commercial channel for complementary and supplementary products/services
  10. The aesthetics of products/services, in the sense of completing clients’ needs, being desirable, harmonic and having unreachable aspects, will be the exclusive trigger to access the mind of the consumer.
  11. Customer Relationship Management Systems will have become adaptive automated solutions.
  12. Market Labs will be regularly used to monitor markets using predictive interfaces.

“Empathic adaptiveness is the name of the new era”

The paradoxical results of behaviorism

Behaviorism (John B. Watson) can be considered perhaps the earliest approach to complexity science considering human behavior as a complex system where the unique results subject to measurement are the observable behaviors of individuals. It was a functional palliative for empathic adaptiveness for almost 100 years.

The use of behaviorism to define adaptive actions to markets drove to the development of hard segmentations that are extremely simple to measure but at the same time have only a hypothetical relationship with the true drivers of the consumer’s actions. Statistics of results prevailed over the knowledge of the behavior of consumers.

A natural consequence of the use of behaviorism to segment markets, was the fact that people needed to use additional tools to influence the potential buyers. Manipulation became a professional disease of salesmen/women.

Manipulation is the palliative to avoid adapting

Thus psychopathic manipulation substituted de understanding of the buying processes transforming salesmen/women into forced manipulators because of their lack of knowledge of the buying drivers to influence the prospects.

See: http://unicist.net/economics/manipulation-is-a-long-term-business-killer/

How do buying processes work?

All buying processes imply the integration of emotions (desires), ideals or limits and conveniences. This integration varies depending on the needs that are being satisfied, the characteristics of the buyer and the characteristics of the seller.

Market SegmentationSimultaneously, there are different decision levels in the mind of the buyer. These are used consciously or unconsciously to make a buying decision.

These levels are interdependent complex systems that are integrated hierarchically and include the following aspects of the products or services: 1) the hard characteristics, 2) the functionality, 3) the role for the buyer, 4) the concept and 5) the social role.

Depending on the concept of the product/service, some of these levels can be considered as given or as limits to develop an empathic adaptive approach to the buyer. Every individual has a predefined position at each level which defines her/his segment.

Each segment is a universe in itself composed by those people who have similar structural beliefs in a buying process. This knowledge is used to build empathic relationships to influence the buying processes.

In the following lines, you will find a description of how these segmentations work in order to be used to increase the adaptiveness of the value propositions. There is no need to make a description of the hard characteristics of a product or service. That is why we start with the description of the functional segmentation.

Functional Segmentation

Functionality is defined as the capacity of something to fill an individual’s need. Functionality is homologous to aesthetics. When talking about functionality we refer to the perceived functionality which defines what we call the hard segmentation.

Functional SegmentationThe functional segments are:

Demythologizing

This segment considers the attributes of products without “anesthesia”. It eliminates apparent superfluous attributes not considering any complementation.

Attractive

The “Attractive” segment buys the products/services based on their hidden inaccessible attributes that make them attractive. This segment is a buyer of utopias. It often falls in the trap of over-promises.

Conventional

This segment perceives functionality based on benchmarking. This implies a classic approach with little space for unconventional attributes. It is a segment that buys classic functionality with little sophistication.

Conceptual

The conceptual segment seeks the essential complementation of the products and needs. This segment’s final approval occurs when the products/services are used.

Psychological Segmentation

It is the segmentation that defines the type of relation an individual has with a product/service. An individual adapts to reality within limits. Psychology established the limits of an individual’s context.

Psychological SegmentationPsychology defines the personal myths of individuals. Fallacious myths produce stereotypical behaviors. True myths describe human typologies.

The psychological segments are:

Emotive

This typology establishes emotional relations with products and services. These relations are naturally unstable. When “emotive” individuals are in the expansive cycle they establish pleasure-driven relations. When they are in the contractive cycle they establish a “child-child” relation with products.

Affective

The affective typology seeks stable caring relations with products and services. There is an implicit fear of abandonment. They cannot let go. When they are in the expansive cycle they establish interdependent relations. When they are in the contractive cycle they establish a “child-parent” relation with products.

Protective

“Protective” individuals protect the goods they buy. They care about them. When they are in the expansive cycle they establish dominant relations. When they are in the contractive cycle they establish a protective “mother-child” relation with the product. They need to possess products so they feel they are in charge of them.

Authoritative

They use products and services functionally and carefully. They respect the identity of objects. When they are in the expansive cycle they establish functional relations. When they are in the contractive cycle they establish a “father-child” relation with products. They change the products/services when they do not fulfill the implicit promises.

Conceptual Market Segmentation

The conceptual market segmentation describes the nature of a product as perceived by the market.

Conceptual market segmentation describes the concept implicit in a product or service, which is based on:

  1. Its purpose: being the final functional objective of the product/service as seen by a user.
  2. The procedure: being the verbal function that materializes the purpose in a concrete added value. This is the active function that necessarily produces entropy.
  3. The action guide: being the adverbial function that limits the actions of the procedure to ensure the fulfillment of the purpose of the product. This is the energy conservation function that limits the entropy of the verbal function.

Industrial AutomationAn application will illustrate this case through the conceptual segmentation of industrial process automation.

In this case, the purpose of the automation of an industrial process is defined as: Process Improvement.

The procedure or verbal function is the Automation itself, which generates entropy within this system.

The action guide or adverbial function is the Reliability of the system.

This conceptual market segmentation describes the nature of industrial process automation as perceived from its four segments: Technological Industry, Market-driven Industry, Professional Industry and Artisan Industry.

Unicist Anthropology: Lifestyle Segmentation

Lifestyle segmentation underlies human behavior. It establishes the parameters of normality and the “ethical mask” of a society. Describing the lifestyles of a country permits establishing the limits within which segmentations can work. Only in the case of basic human needs lifestyles are not a limit but only a gravitational force.

The unicist lifestyle segmentation is analogous to the VALS segmentation of SRI. But, while VALS uses psychology to segment people according to their distinct personality traits, Unicist Lifestyle Segmentation uses unicist anthropological invariables and country archetypes to segment people.

Unicist Lifestyles

Lifestyles are the archetypical behavior patterns of a society and its members. These archetypes serve a group as automatisms to carry out the everyday activities that are functional to that society’s purpose.

Lifestyle SegmentationHence, lifestyles are the result of the integration of a society’s collective unconscious with its archetype, which define different ways of facing reality.

Archetypes resolve the weaknesses of a social group by turning uncertainties into assertive answers which guarantee the success of individual and social purposes.

An individual’s lifestyle makes him acceptable and functional to the society’s needs. It also allows him to find groups of identification across different cultures or communities.

There are four main lifestyle types: “Artisan”, “Rationalist”, “Doer”, and “Innovator”.

These four lifestyles have two sub-styles:

1) One sub-style for stable or evolution stages

2) One sub-style for unstable or involution stages

Whether a society is in a stable or unstable situation or in an evolution or involution process is ultimately subjective, and results from the perception of the collective unconscious.

The lifestyle segments are:

Artisans

The Artisans live within the beliefs of a culture, relate subjectively and develop their activity based on individual efforts and significant utopias. When they are expanding, they exercise pressure to introduce new ideas within a communitarian approach. When they try to avoid contraction, they seek individual benefits.

Rationalists

The Rationalists approach reality based on judgments that make them feel dominant in their area. They are brand and image-driven and use their analytical approach to understand reality. They align based on rational ideas. When they are expanding, they align within the values of a culture. When they try to avoid contraction, they justify their individual values to adapt.

Doer

The “Doers” are driven by the values of a culture. They do what is necessary to fulfill the needs of a group. They are added value-driven and their goal is to be recognized as a VIP. When they are expanding, they add value to obtain a materialistic and spiritual benefit. When they try to avoid contraction, they add value to dominate.

Innovators

They are driven by leading through innovation. They are risk takers and idealist. They usually try to materialize new utopias. When Innovators are driven by expansion, they add value based on generating new ideas. On the other hand, materialistic creations are their way to avoid contraction.

Conclusion:
The Era of Empathic Adaptiveness

The use of functional, psychological, conceptual and lifestyle segmentations allows building empathic adaptive relationships with the market. There is no need to manipulate when people are understood.

Universal Market SegmentationThe era for expansive market actions has begun. There is lots of room for small companies who do not have the capacity or possibility to expand. Manipulation will remain a natural attitude in marketing processes in spite of its paradoxical side effects.

Expansiveness implies necessarily going beyond the boundaries of the present business. It might imply expanding in width or in depth. In both cases there is a need to understand the segments that are aimed at. This understanding implies being able to model their behavior in order to use the information to design value propositions and communication.

The understanding of the different levels that participate in a buying decision help to achieve this goal and also provides the information to build commercial, semiotic and semantic objects to influence the market.

“Design globally, operate locally” has been a motto for many years. Now it became true using segmentation and commercial, semiotic and semantic objects adequately.

This approach allows upgrading the databases by integrating universal market segmentations that allow increasing notoriously the productivity of their results.

The building of functional commercial communities is meaningless without having a true segmentation of the participants.

The 10 year Future Scenario of Global Consumer Markets,
defined as the era “Empathic Adaptiveness” is already here and has three names:
“Design, Segmentation & Adaptive Automation”

If you want to access more information about this study please contact n.i.brown@unicist.org

Unicist Press Committee

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

The 10-Year Scenario for Superior Education in Business

 in The Unicist Research Institute / Unicist Cobots / Unicist Functional Design  tagged 10-Year Scenario for Superior Education / Behavior of elites / Diana Belohlavek / Educational models / Fundamental Analysis / Intelligent Systems / Learning process / Peter Belohlavek / Social Scenario / Superior Education / The Unicist Research Institute / Unicist Corporate University / Unicist Education / Unicist Evolutionary Approach / Unicist Future Research Lab / Unicist Logical Approach / Unicist Theory of Evolution by

This future research process was developed as a consequence of the economic crisis that was triggered in 2008. The purpose of the research, led by Peter Belohlavek, was to find the human aspects that participated in the crisis and how education could have helped to anticipate it and/or accelerate the recovery.

The research included participants of 10 countries. The final objective of this research was to develop a reliable 10-year future scenario for Superior Education.

To access the basics on Unicist Future Research please enter:
www.unicist.org/sdp.shtml

The Era of the “Know Why” and Adaptiveness

The reach of one’s globalization is defined
by the limit of the pronoun “WE”…

Superior Education is defined as the activity that deals with the acquisition of knowledge to manage the complex adaptive aspects of the environment.

It requires having the technologies, tools and approaches to:

  1. Develop reliable future forecasts
  2. Design the necessary maximal and minimum strategies
  3. Build the architectures that are needed to make things happen

What has changed in the environment?

  1. The speed of technological development has increased
  2. Information technology made most of the operational and administrative aspects of business manageable
  3. Information became accessible to everyone on the Internet
  4. The speed of technological evolution and the saturation of information increased the level of complexity to manage businesses

Which technologies appeared?

  1. The double dialectical logic to explain the dynamics of complex problems
  2. The business objects driven technologies to manage adaptive processes
  3. Future research methodologies to forecast the environment that made predictive adaptive systems feasible.

What will have happened within the next 10 years?

In ten years the following aspects will probably be the standard for Superior Education:

  1. Logical approaches will have replaced mechanical approaches to solve complex problems
  2. Future forecasting will have become a must for business planning
  3. Dynamic education will have replaced static education
  4. Virtual education will be dominant
  5. Educational processes will be fully learning driven
  6. Complex problem solving will have replaced thematic education
  7. Teachers’ role will be focused on “expert counseling”

This can be synthesized in one sentence:

The “know why” and adaptiveness will be the core of Superior Education. 

Introduction

Educational models respond naturally to the needs, archetypes and lifestyles of cultures and their development. The changes in superior education should be guiding the changes of cultures but, unfortunately, mostly they are a consequence of the changes of cultures.

It can be noticed that the changes in education happen extremely slowly because the standards of the educational systems are implicitly established by the patterns of parents, teachers and educational authorities.

Unicist Educational Model

The most influential aspects of educational systems is what we have named the superior education which deals with the knowledge that goes beyond the necessary professional skills needed to work. Superior education is based on programs that are prepared to form the professional elite.

While the educational models at a superior level have been strongly driven by teaching the operational and technical aspects of a field, the IT driven tools evolved allowing automating or semi-automating the work processes which made the knowledge acquired redundant with the knowledge included in the IT solutions.

This change happened while the educational system maintained its inertia using the necessary dualistic approach to deal with operational and technical-analytical approaches.

Static vs. Dynamic Learning Processes

The superior education in business management provided an empirical operational and analytical framework for business management that upgraded professionalism in the XXth century.

The static empirical model that permitted administrating businesses provided the knowledge that allowed developing the necessary information technology that become redundant with the superior educational programs. Simultaneously, the explosive R&D capacity to release new products shortened their lifecycle.

These two situations, the redundancy of operational an analytical knowledge and the acceleration of business processes, made the static empirical approach to business become functional to business operation but dysfunctional to business management.

This scenario opened new demands for superior education in businesses that are still unsatisfied.

These new demands imply going beyond empirical approaches and providing technologies that allow managing the adaptive dynamics of businesses which require being able to forecast the future, build strategies to achieve this future and design the necessary business architecture to make the future happen.

The development of the unicist double dialectical logic and its rules provided the basic tools that allow dealing with the adaptive dynamics of businesses to build future scenarios, diagnoses, strategies and business architecture.

About Static Learning Processes

A synthetic description of static learning processes allows understanding the difference between dealing with reality as an adaptive system or managing it as a stagnated reality.

Dualistic logic and the traditional dialectical approach naturally drive towards static learning. Dualistic logic is based on the disjunction “or”, which allows fixing reality with an arbitrary approach.

This allows learning operational methods and using analytical thinking to understand them. But this approach generates parallel realities when dealing with complex adaptive systems.

The final purpose is to have valid knowledge in the long term memory which is based on the operational knowledge and to have the knowledge of cause-effect relationships which provides the causal foundations of this knowledge.

The static learning process drives to sustain personal opinions which allow dealing with systemic aspects of reality where the technical-analytical knowledge is being fully managed. This knowledge is valid as long as the reality has not changed. That is why we talk about static equilibrium.

This learning process is based on what has been named “pseudo accommodation” which is based on assuming the role of an “observer” of reality and managing the projections on the environment as valid information.

It allows building hypothetical knowledge that confirms the opinions of the learner. It is the typical accumulative learning considering the external reality as an observable environment that can be influenced through cause-effect actions.

The static learning process is the natural learning standard in over-adapted environments that are driven by domination, submission and opposition of the members.

The confirmation of the knowledge is based on using fallacious confirmation processes which are based on the projection of apparent facts and hypothetical ideas to confirm the beliefs of the participants.

These beliefs allow confirming the opinions of the learners which are the core of the static knowledge that can be acquired in static learning processes.

1) Static Equilibrium

The use of dualistic logic, based on the confrontation of positions, using the disjunction “or” to deal with reality, drives individuals to a static equilibrium where their opinions prevail.

Dualistic thinking, following the natural behavior of neurons, is the less energy consuming thinking process.

This drives naturally towards an over-adaptive behavior which implies submitting, dominating or opposing to the environment.

Static Learning ProcessDualistic logic generates naturally aprioristic fallacies to deal with the environment which allows individuals to build a parallel reality that works as a comfort zone where they have no need of adapting. Domination, submission and oppositions are the alternatives they manage to feel safe.

Dualistic dialectics, like the ones of Hegel and Marx, provide the justification of the actions of individuals, apparently proposing a change but in fact remaining in a static equilibrium.

The positive aspect is that static equilibrium allows managing reality as a systemic model based on cause-effect relationships although complexity cannot be apprehended.

Static equilibrium is necessary to deal with methods and supernatural and religious thinking. That is why the basic educational system is based on teaching static processes in order to allow people to access the world of work.

Dealing with Dynamic Learning Processes

Reliable Knowledge: The Objective of Learning Processes in Dynamic Environments

Reliable KnowledgeKnowledge becomes reliable when it has the necessary adaptiveness so the individual can deal with reality in a dynamic equilibrium.

The knowledge is adaptive when it allows apprehending reality as a complex adaptive system and the individual is able to transform knowledge into actions, understanding the consequences based on its foundations.

The development of actions requires knowing the fundamentals of what someone is doing. The knowledge of the fundamentals is required to do things. Technical-analytical knowledge allows controlling the cause-effect relationships after the actions were implemented.

Reliability is based on the integration of the knowledge of the fundamentals, the technical-analytical knowledge and the possibility to adapt to the environment.

2) Dynamic Equilibrium

Dynamic equilibrium implies adapting to reality which implies a permanent accommodation process in order to generate the necessary complementation or supplementation with the environment.

Dynamic Learning ObjectsDynamic equilibrium requires using the double dialectical logic to approach reality which is based on the conjunction “and” without the existence of disjunctions. This allows individuals to influence the environment while they are being influenced by it.
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It requires having a structural approach in order to be able to apprehend the fundamentals of reality and a functional approach in order to measure them in terms of results. In a dynamic equilibrium environment things are not true or false, but functional or dysfunctional.

Dynamic equilibrium requires dealing with reality as a complex adaptive system. This implies that the structure of the complex adaptive system, defined by a purpose, an active function and an energy conservation function, needs to be apprehended.

This apprehension requires the use of the double dialectical logic which demands using the unicist double dialectical thinking. This approach allows apprehending complex adaptive systems in their nature and transforming them into systemic systems making the necessary compromises without leaving aside their essential structure while measuring the results that are being achieved.

Conclusion: “Know why” and Adaptiveness are the Next Step

The unicist logical approach allows driving businesses to the next level increasing their adaptiveness and speed of actions to improve results measured in growth and profits.

Superior Education in BusinessThis implies that the superior education has to move from the “know how” approach to the inclusion of the “know why” as a driver of learning processes.

It has to be considered that there are cultures where the question “why” is socially non-acceptable because it provides full transparency, that defines the limits of an individual’s influencing capacity. In these cultures superior education is, from now on, a question of status and not of knowledge.

It also has to be considered that adaptiveness implies, besides reacting, forecasting the future and also influencing it. But in some cultures the future is a “taboo” which makes the acceptance of the credibility of reliable future scenarios impossible.

As these cultures are natural followers, their superior education cannot include aspects that deal with adaptiveness. This implies that the next step that has been defined is only applicable to cultures that accept their capacity to influence the future in an adapted way.

Anyway and anyhow this change process will demand decades and will be catalyzed by the individual initiatives of institutions and corporations that decide to make it on their own.

You can access the Unicist Education model at: http://www.unicist.org/deb_wpue.php

If you want to access more information about this study please contact
n.i.brown@unicist.org

Unicist Press Committee

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