nature is organized by objects. the discovery of · bbc, boeing, dassault systemes, dupont,...

Nature is organized by objects. The discovery of

the ontogenetic intelligence of nature, laid the

groundings for the unicist ontogenetic maps

to build objects emulating nature.

The Unicist Theory: A Paradigm Shift in Science

The Unicist Theory, developed by Peter Belohlavek, is a paradigm

shift of the scientific approach to complex adaptive systems. It sub-

stituted empiricism by a pragmatic, structuralist and functionalist ap-

proach and replaced knowledge falsification processes with destruc-

tive testing processes.

This theory provides an approach to complexity based on the use of

the unicist logic that emulates the intelligence that underlies nature. It

integrated complexity sciences with systemic sciences in a unified

field.

The Unicist Theory allowed understanding and influencing the evo-

lution of living beings and artificial complex adaptive systems. This

influence is exerted by using unicist logic based and object driven

technologies, which is now a worldwide trend.

Some of the companies that use objects are: Airbus, Amazon, Apple,

BBC, Boeing, Dassault Systemes, Dupont, Ericsson, Facebook, Gen-

eral Electric, Google, Hilton, Honda, Hyundai, LinkedIn, Lufthansa,

Mapfre, Mayo Clinic, Michelin, Novartis, Open Text, P&G, Pfizer,

SAP, Siemens, Tata Motors, Toyota, Unilever, Walmart, Walt Dis-

ney World and Youtube.

Unicist Logical Approach to Businesses

Introduction to

Unicist Object Driven

Organization ®

This document is based on the researches led by Peter Belohlavek

at The Unicist Research Institute.

Copyright © The Unicist Research Institute

All rights reserved

4

Managing Concepts

A Unicist Logical Approach

The conceptual approach requires that people need to know “why”

something is happening. This is unnecessary at an operational level, but

is a basic question when dealing with strategic approaches. The “know

why” is driven by a logical approach to reality that allows managing its

concept making it reasonable, understandable and provable.

INTEGRATIVE

LOGIC

DUALISTIC LOGIC

HIERARCHICAL

LOGIC

RELATIONAL

LOGIC

PREDICATE

CLASS

FUZZY

SETS

PROPOSITIONAL

Unicist Ontology of Conceptual ThinkingThe Ontogenetic Map in Unicist Standard Language


What For

HowWhat

Why

INTEGRATED

Maximal Strategy

Minimum Strategy

SYSTEMIC

ANALYTIC

CONCEPTUAL

OPERATIONAL

EXPANSION

SECURITY FREEDOM

CONTRACTION

Catalyst / Inhibitor of

the Minimum Strategy

Entropy Inhibitor

When the boundaries of an activity are being expanded, individuals

need to apprehend the concept that is behind its operational aspects in

order to influence a new environment. This implies apprehending the

ontology (nature) of its concept and its dynamics.

On the one hand, the conceptual approach to reality became possible

based on the discovery of the structure of concepts, defined by a pur-

pose, an active and entropic function and an energy conservation func-

tion, which allowed apprehending the nature of facts and actions (unicist

ontology).*

Unicist Object Driven Organization

5

The Unicist Ontology of ConceptsOntogenetic Map in Unicist Standard Language

Supplementation

Complementation

Purpose (*)

Active and Entropic Function Maximal Strategy

Energy Conservation FunctionMinimum Strategy

Concepts(*) Unicist Thinking allows

emulating nature and

makes the integration of

the two dualistic

approaches possible.

Copyright© The Unicist Research Institute

On the other hand, the discovery that the concepts people have in mind

work as behavioral objects that drive their behavior made this conceptu-

al approach necessary to deal with strategic approaches.

The Origin of Conceptual Thinking

The endless “Why?” question posed by children (nearby 3 years old) is

what allows establishing the neural network needed by a person to ap-

prehend and manage concepts. This process starts when children begin

to look for the origin of those things they are interested in.

This endless “why” questioning has three main benefits:

1) It sustains the development of the neural network that allows

dealing with the origin of things and not only with the opera-

tional aspects.

2) It expands the language of the child driving her/him to deal with

an implicit integrative, fuzzy and predicate logic.

The Unicist Research Institute

6

3) It provides the “why” that allows children to approach their

games, which develop their systemic thinking approach.

Conceptual diagnoses, conceptual design and conceptual management

became possible using the unicist logical approach, which made “con-

cepts” tangible and provided the structural functional approach to de-

velop diagnoses, strategies and architecture.

*Based on the research on Conceptualization developed by Peter Belohlavek

at The Unicist Research Institute.

7

Content

Managing Concepts: A Unicist Logical Approach ............................. 4

The Origin of Conceptual Thinking ................................................... 5

Reality is driven by Objects ................................................................ 9

Introduction..................................................................................... 10

The Nature of Unicist Strategies ....................................................... 12

The Ontogenetic Map of Unicist Strategies ...................................... 13

Maximal Strategy .............................................................................. 14

Minimum Strategy ............................................................................ 15

Different Levels of Strategies based on their Maturity ..................... 16

Level 1) Operational Strategies ........................................................ 16

Level 2) Non-influential Strategies .................................................. 17

Level 3) Specific Strategies .............................................................. 17

Level 4) Universal Strategies ............................................................ 18

About Anti / Subjective Strategies ................................................... 18

The Unicist Object Driven Organization Model .......................... 19

The Ontogenetic Map of the UODO ................................................ 20

The Maximal Strategy ...................................................................... 21

The Minimum Strategy ..................................................................... 21

Level 1) Conjuncture Focused .......................................................... 23

Level 2) Productivity Focused .......................................................... 23

Level 3) Quality Assurance Focused ................................................ 24

Level 4) Results Focused .................................................................. 25

Level 5) Improvement Focused ........................................................ 26

Some considerations on objects ........................................................ 26

Personal Roles as Objects .............................................................. 29

The Structure of Personal Roles as Objects ...................................... 30

Level 1) Subjective Roles ................................................................. 33

Level 2) Operational Roles ............................................................... 33

Level 3) Control Roles ...................................................................... 34

Level 4) Constructive Roles ............................................................. 34


8

Level 5) Adaptive Roles ................................................................... 35

Client Centered Management ........................................................ 37

CCM implies an Object Driven Organization .................................. 37

Core Aspects of CCM ....................................................................... 37

Object driven Client Centered Management ..................................... 38

Annex: Categories of Unicist Objects .......................................... 42

9

Reality is driven by objects

Unicist ontology based technologies are materialized in objects that are in-

stalled within processes to produce optimized results. Objects are built

based on the knowledge of the concepts that underlie them that are homol-

ogous to the “stem cells” of living beings.

Nature is organized by objects. The human body is an example of the organi-

zation by objects. It is these objects of nature that establish evolution’s point

of reference. The appearance of new species, the disappearance of others,

changes, evolution, and mutation of species are nothing but aspects of nature

that may be approached today as of the Unicist Theory which is based on the

discovery of the Ontogenetic Intelligence of Nature.

For this approach to be economic, possible and certain as far as results go,

it is necessary to have the appropriate knowledge. This knowledge may be

either diffuse or structured in objects. When it is diffuse, it is permanently

being scrutinized. When it is structured, it establishes cognitive landmarks

that change as new operational knowledge is gained.

Humans use mental “pre-built” structures to approach reality. Object driven

thinking is human’s natural approach to reality. Human mind approaches

reality using cognitive objects. A cognitive object is a structure that con-

tains knowledge, an action procedure, the groundings of such object, and

the opinion on which it is based.

When the conceptual knowledge of a given reality is reached we can struc-

ture cognitive objects that remain throughout the times and evolve slowly.

The Unicist Theory lays the necessary conceptual ground to construct sta-

ble and safe cognitive objects, which are required to forecast the reality

whose knowledge they structure.

These cognitive objects allow the building of systemic, functional and op-

erational objects to be installed within business processes. The cognitive

objects also allow the adaptation process of objects to different non com-

patible environments.

The unicist approach is based on the use of object driven technologies.

10

Introduction

The unicist organizational approach is based on designing strategies

and transforming them into actions using an object driven organiza-

tion model.

It implies complementing the Strategy of a company with the Object

Driven Organization that transforms the strategy into business ac-

tions. This allows integrating the processes with a Client Centered

Management model that is necessary to focus on the external market

- both on the customers or clients and shareholders.

The Unicist Ontology of the Unicist Organizational ApproachThe Ontogenetic Map in Unicist Standard Language

Evolution

Involution

Universal

StrategyPurpose (*)

Client Centered Management Maximal Strategy

Active Function

Object Driven OrganizationMinimum Strategy

Energy Conservation Function

Unicist Organizational

Approach

(*) Unicist Thinking allows



the two dualistic



3

21

00

-1

The numbers 0 – 1 – 2 – 3 represent

the steps of Ontogenetic Evolution.

The numbers 0 to -1 represent the

steps of Ontogenetic Involution.

This approach is based on emulating nature in organizations by using

the unicist logic and unicist business objects.

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 inte-

grating the abstract apprehension of reality with the concrete opera-

tional design.


11

To emulate the nature of institutional processes it is necessary to be

able to deal with their unicist ontology.

The unicist ontology defines the nature of a specific reality consid-

ered as a unified field. A unicist ontology requires being able to ap-

prehend the essential purpose, the active function and the energy

conservation function of a specific reality.

This is the world of complex / adaptive systems in which, although

their nature is complex, their output has to be simple in order to be

operable.

The research of a unicist ontology is complex and requires years. In

the case of organizations, it was discovered that the purpose is im-

plicit in their mission, the active function is in their processes and the

energy conservation function is in the objects they use.

We will begin by giving access to the structure of unicist strategies,

then we will continue with the description of the unicist object driven

organization and end with a synthetic description of the client cen-

tered management.

We hope that this information gives you the idea of the functionality

of the object driven organization.

12

The Nature of Unicist Strategies

Essentially, it can be said that a Unicist Strategy is a conscious pro-

cess to influence the environment in an adapted way.

This implies that the nature of a personal strategy requires an adap-

tive attitude in order to influence the environment and profit from it.

Therefore, over-adapted people cannot develop but subjective strate-

gies that work as anti-strategies.

It has to be considered that individuals or institutions grow if the en-

ergy they appropriate is higher than the energy they consume. That is

why developing a strategy requires being able to increase the value

of what is delivered while reducing the cost of producing it.

The Concept of the Nature of Strategies The Unicist Logical Approach in Unicist Standard Language

Evolution

Involution

GrowthPurpose (*)

InfluencingMaximal Strategy

Active Function

Being InfluencedMinimum Strategy


The Nature of

Strategies




the two dualistic



3

21

00

-1





The purpose of developing strategies is to grow in an environment.

Individuals or institutions either grow or involve. There is no possi-

bility of being fixed at a level because the environment is evolving

and that transforms any “inaction” to remain at the same level into an

involution process.


13

Growing requires influencing the environment to deliver something

and profiting from the counterpart. Influencing implies being able to

develop an asymmetric complementation, with a negative slope, with

the environment in which the strategy is being developed.

Adaptiveness requires that this influence occurs within the limits of

the rules of the environment. These rules regulate both adaptive and

over-adaptive aspects of the environment.

The Ontogenetic Map of Unicist Strategies

The driver of Unicist Strategies is to achieve a vital space expansion.

This purpose requires integrating both value generation and the genera-

tion of profits: Value generation, in order to be able to expand the

boundaries of an activity, and, on the other hand, the generation of prof-

its, in order to expand the entity that is developing the strategy.

GROWTH

INFLUENCING

BEING INFLUENCED

VITAL SPACE

EXPANSION

VALUE GENERATION

PROFIT GENERATION

GROWTH

CRITICAL

MASS

ROLE DRIVEN

BUSINESS PROCESSES

DESTRUCTIVE

PILOT TESTS

INFLUENCING

OVER-ADAPTING

TASK DRIVEN

BUSINESS PROCESSES

BEING

INFLUENCED

NON-DESTRUCTIVE

PILOT TESTS

CATALYST /

INHIBITOR

DRIVER /

INHIBITOR

MINIMUM

STRATEGY

MAXIMAL

STRATEGY


EVOLUTION

INVOLUTION

The Concept of the

Nature of StrategiesThe Unicist Logical Approach in

Unicist Standard Language

1

8

7

9 6

4

5

3

2

ENTROPY

INHIBITOR

THE NATURE OF

STRATEGIES

C

B

A

Value generation requires understanding the needs of the environ-

ment and being able to make a differentiated proposal that exceeds

the aesthetics of substitutes and succedanea.


14

The profit generation is the natural complement of the vital space

expansion. This generation allows occupying an influential space in

the expanded environment.

Maximal Strategy

The maximal strategy of this approach is driven by the building of

the necessary critical mass that allows influencing the environment.

The design of the critical mass, which includes defining the aesthet-

ics of the value proposal, designing the influential process and con-

firming the available credibility, is the first step to be developed.

Critical mass is the minimum amount of energy that is needed to in-

fluence the environment to produce predefined results.

After this process has been designed it becomes necessary to define

the roles of the business processes. Unicist Strategy is driven by the

roles of the functions that are needed to achieve the critical mass.

The role driven business processes are what make the maximal strat-

egy possible considering that each role is an adaptive system in itself

that assumes the responsibility for results.

After the roles have been organized, it is necessary to develop the

destructive pilot tests to confirm the limits of their functionality. De-

structive tests are designed beginning with the application in known

environments and expanding the use of the critical mass that has

been organized beyond the known boundaries until it becomes dys-

functional.

The destructive tests can work either as the catalysts or the inhibitors

of the strategy building process. They accelerate the process when

their results are within the scope of what is needed. But, on the other


15

hand, they can inhibit the process when they are not done or the re-

sults demonstrate that the critical mass is not reliable.

The maximal strategy is confirmed when these destructive tests have

demonstrated that the vital space expansion, that needs to be pro-

duced, is within the limits of the available critical mass.

Minimum Strategy

The next process after the critical mass has been proved is the con-

firmation of a minimum strategy to ensure survival.

This minimum strategy requires defining where the activities will

happen within the rules of the environment. It requires defining the

category of the business that fits into the environment.

This implies defining the processes that ensure the profit generation

that is needed as part of this strategy. It requires organizing the pro-

cesses based on tasks, transforming the roles into programmed work

processes that allow ensuring results.

To develop the minimum strategy it is necessary to test these work

processes and the results they produce using non-destructive tests.

The non-destructive tests are done to confirm the productivity and

quality of the processes that were designed to ensure profit genera-

tion and results.

When both maximal and minimum strategies have been implement-

ed, the whole process can be considered reliable and the vital space

expansion can be achieved.


16

Different Levels of Strategies based on their Maturity

Five levels of strategic maturity have been defined:

1) Operational Strategies

2) Non-influential Strategies

3) Specific Strategies

4) Universal Strategies

CRITICAL MASS

EXPANSION

SECURITY FREEDOM

OVER-ADAPTING

CONTRACTION

PILOT

TESTS

BUSINESS

PROCESSES

ROLE DRIVEN

NON-

DESTRUCTIVE

DESTRUCTIVE

TASK DRIVEN

3) SPECIFIC

STRATEGY

2) NON-INFLUENTIAL

STRATEGY

4) UNIVERSAL

STRATEGY

1) OPERATIONAL

STRATEGY

The Concept of the Nature of StrategiesThe Unicist Logical Approach in Unicist Standard Language


GROWTH

Influencing

Being Influenced



Entropy Inhibitor

Level 1) Operational Strategies

These are the strategies that allow developing operational businesses

in demand driven markets of commodities and functional products

that have no differentiation.

They are the strategies of small businesses that could exceed the lev-

el of subjective strategies. They use basically “freedom-fighting”

strategies.

They are stagnated in a non-adaptive niche based on their know-how

and are sustained by the survivor’s ethics.


17

This level is exceeded when such strategies are able to integrate the

efficiency of methods with the efficacy of the leaders.

Level 2) Non-influential Strategies

They include the preceding level. These are the strategies developed

by the “followers” of a market. They are functional when price strat-

egies can be developed or when they involve a niche market.

They are the strategies of organizations that take advantage of the

weakness of leaders and innovators.

They are sustained by value earning ethics and use basically “flank

attacking” strategies. They have great difficulties to produce growth.

This level is exceeded when they are able to generate a differentiated

value in the market.

Level 3) Specific Strategies

They include the preceding level. These are the strategies that inte-

grate both maximal and minimum strategies that allow ensuring the

permanence of a company within a stable market.

They are functional for most of the businesses when the market is not

changing. They are the strategies of market leaders and of those who

establish the standards in some field.

They are able to expand markets based on the brand they naturally

include. They use basically “dominant” strategies.

They are conservatives and do not develop long-term strategies based

on the use of a value adding ethics.


18

This level is exceeded when such strategies begin to develop suc-

cessful long-term strategies.

Level 4) Universal Strategies

They include the preceding level. These are the strategies that are

driven by future scenarios and innovation. It is the natural strategy of

all institutionalized companies in changing environments.

They are functional for all businesses but require a superior level of

management that is able to deal with the future and the innovation of

technologies using their capacity to influence the environment.

They tend to develop a superior critical mass that allows them to lead

the market, establish standards and introduce innovations. This level

requires being driven by the ethics of foundations.

This is the superior level of maturity in strategies.

About Anti / Subjective Strategies

The Anti/Subjective Strategies are those strategies that are developed

by solopreneurs and entrepreneurs who run a business based on their

personal beliefs in response to conjunctural needs.

These are the strategies developed by “butterfly companies”, which

are driven by the subjectivity of the owners. They survive based on

the subjective influence the owners have in a market. Their survival

is continuously endangered. Subjective strategies are sustained by the

stagnant survivor’s ethics.

This level of maturity is exceeded when the subjective approach allows

establishing structural (institutional) relationships with the market.

19

The Unicist Object Driven Organization Model

The object driven organization is the adaptive model that allows

transforming strategies into an object driven architecture. It is a natu-

ral organization for institutionalized businesses.

Institutionalization fosters, on the one hand, timeless strategies in

order to ensure the permanence of a business and, on the other hand,

short-term strategies to adapt to the conjunctures of the environment.

The Unicist Ontology of the Object Driven Organization

The Ontogenetic Map in Unicist Standard Language

Evolution

Involution

Strategic

ObjectivesPurpose (*)

Business Processes Maximal Strategy

Active Function

Business ObjectsMinimum Strategy


Object Driven

Organization




the two dualistic



3

21

00

-1





The final objective is to transform a business strategy into a business

organization emulating the organization of nature. Nature, and any

complex adaptive system, is organized by objects. This is evident

when one sees the ecosystem or the organs of a human body.

In the field of business, the object driven organization is based on the

design of the business processes, integrating business objects to

achieve the strategic objectives that have been established. Objects

are adaptive systems that have a concept that defines their purposes,


20

have a value generating function and a quality assurance system that

makes them reliable.

Only people who manage a process can use objects in a meaningful

way. The example of an autopilot in an airplane makes this evident.

An autopilot has limits where its use is functional and the pilot needs

to reassume the process when these limits are being exceeded.

The Ontogenetic Map of the UODO

The goals that have been defined as possible by a strategic design are

the input for the implementation of an object driven organization.

These goals include a qualitative and quantitative definition in order

to maintain the adaptability of the system.

The maximal strategy of the strategic objectives influences the roles

that need to be defined and the minimum strategy defines the effi-

ciency of the system that needs to be achieved.

BUSINESS

OBJECTIVES

SOCIAL

ADAPTIVENESSBUSINESS

OBJECTS

CATALYST /

INHIBITOR

DRIVER /

INHIBITOR

MINIMUM

STRATEGY

MAXIMAL

STRATEGY


EVOLUTION

INVOLUTION

1

8

7

9 6

4

5

3

2

ENTROPY

INHIBITOR

OBJECT DRIVEN

ORGANIZATION

C

B

A

BUSINESS

PROCESSES

BUSINESS

OBJECTS

GOALS

MAXIMAL

STRATEGY MINIMUM

STRATEGY

ADAPTIVE

SYSTEMS

EFFICACY

(ROLES)

EFFICIENCY OF

THE SYSTEM

DRIVING

OBJECTS

INHIBITING

OBJECTS

ENTROPY INHIBITING

OBJECTS

STRATEGIC

OBJECTIVES

The Unicist Ontological

Algorithm of the Object

Driven OrganizationThe Unicist Ontogenetic Map

in Unicist Standard Language


21

The business processes drive the maximal strategy of this model

while the business objects sustain the minimum strategy.

The Maximal Strategy

The purpose of the maximal strategy is the development of an adap-

tive system to manage the processes that are needed to achieve the

goals that have been established. UODO is a universal adaptive mod-

el that applies to any institutionalized activity to produce results.

When the purpose of developing an adaptive system to manage the

processes has been clarified, it becomes necessary to establish the

roles that need to be organized to deal with the efficacy of the busi-

ness processes.

After the roles have been defined, it becomes possible to define the

efficiency of the processes, which implies the organization of a sys-

tem that works as the catalyst of the UODO.

This model needs to be based on the definition of roles and an effi-

cient system to sustain the adaptiveness of the maximal strategy.

The Minimum Strategy

The minimum strategy of the UODO is given by the use of business ob-

jects that sustain the processes. The first step to be developed is the def-

inition of the driving objects that allow the achievement of the goals.

After the driving processes have been specified, it is necessary to de-

fine the inhibiting objects to be used to focus on the processes in or-

der to ensure the functionality of the results.

Inhibiting objects are installed to define the limits of what is accepta-

ble or not. They allow individuals to focus the energy on what needs

to be done.


22

When the inhibitors have been defined, it is necessary to install en-

tropy inhibiting objects that ensure that the limits of the functionality

defined by the processes are not exceeded. These entropy inhibiting

objects are the entropy inhibitors of the model and sustain the func-

tionality of the driving objects installed in the processes.

The object driven organization can be considered complete when the

business objects are installed and work within the business processes

that have been organized to fulfill the maximal and minimum strategies.

This process requires making destructive and non-destructive pilot

tests to confirm the validity of the organization.

There are different levels of maturity of the UODO

Level 1) Conjuncture Focused

Level 2) Productivity Focused

Level 3) Quality Assurance Focused

Level 4) Results Focused

Level 5) Improvement Focused

ADAPTIVE

SYSTEMS

EXPANSION

SECURITY FREEDOM

DRIVING

OBJECTS

CONTRACTION

DEFENSIVE

ORGANIZATIONEXPANSIVE

ORGANIZATION

EFFICACY

(ROLES)

ENTROPY INHIBITING

OBJECTS

EFFICIENCY OF

THE SYSTEM

INHIBITING

OBJECTS

4) RESULTS

FOCUSED

3) QUALITY

ASSURANCE

FOCUSED

5) IMPROVEMENT

FOCUSED

2) PRODUCTIVITY

FOCUSED

The Unicist Ontology of the Object Driven OrganizationThe Unicist Ontogenetic Map in Unicist Standard Language

COPYRIGHT © THE UNICIST RESEARCH INSTITUTE

STRATEGIC

OBJECTIVES

Business Processes

Business Objects

CATALYST / INHIBITOR

OF THE MINIMUM

STRATEGY

ENTROPY INHIBITOR

1) Conjuncture Focused


23

Level 1) Conjuncture Focused

This level of organization is focused on solving the problems of the

conjuncture. It is a short-term organization that is necessarily driven

by the personal qualifications of the participants in a business pro-

cess.

Each conjuncture is managed simultaneously as a threat and as an

opportunity. There are no established roles for the participants. The

relationships are managed based on subjective influences and the

goal is to survive or take advantage of a situation.

There are no strategic goals established. This level of organization is

driven by power and materialistic needs. This level cannot organize

by objects and its evolution is basically driven by heroes.

The adaptive capacity of this organization is defined by the adaptive

capacity of its members.

This level of organization cannot evolve to a superior level unless the

organization is re-founded.

Level 2) Productivity Focused

This level of UODO is focused on improving the productivity. It or-

ganizes by objects in order to increase productivity and minimize

costs.

Its main goal is to minimize the time of processes. It is based on in-

stalling business objects in functional organization processes in order

to ensure their functionality and increase the speed of execution.

The timing of the processes is focused on the productive processes.

The adaptive capacity of this organization is based on the use of


24

mathematical tools that allow establishing patterns that are used to

adapt to the environment.

This level of UODO is functional for massive production processes

that need a low level of adaptiveness to the environment.

These organizations empower their adaptive capacity by the use of

reliability systems and objective performance management systems.

It allows managing stable markets and is based on operational strate-

gies.

This level evolves to a superior level when the productivity that has

been achieved allows managing a price leadership.

Level 3) Quality Assurance Focused

This level of UODO includes the preceding level and includes a

quality assurance focus that allows introducing adaptive automation

in the processes.

This adaptive automation includes a quality assurance system that

allows establishing entropy inhibiting objects that avoid the loss of

energy and the loss of the focus of the organization.

It is based on integrating the productivity of the preceding level with

the quality of the processes. It includes the goals established by the

strategic plan.

This level includes an incipient level of client orientation which

drives the objectives of the quality assurance. It is natural for organi-

zations that have a non-influential strategy, which requires influenc-

ing the environment through competitive prices and the quality of the

products and services.


25

This level of UODO is based on a strong bureaucratic organization

model compensated with an organization by objectives that allows

members of the organization to participate in the establishment of

such objectives. It is functional to operate in stable markets.

This level of organization evolves to a superior level when the quali-

ty and productivity of a company are the standard of the market or

match the standards.

Level 4) Results Focused

This level of UODO includes the preceding level and is based on es-

tablishing a performance management system that allows monitoring

the results of the company, the market and the shareholders.

This level establishes a strong focus on the market needs in order to

ensure results. This focus implies establishing an efficient system

that sustains the institutionalization of the company.

The people who participate in this company need to follow the strict

rules of efficiency of the system, which need to be adaptive. This al-

lows empowering the organization in order to manage the specific

strategies that have been defined.

The level of adaptiveness is high and managed by the system. The

system uses adaptive interfaces to manage the adaptive aspects of the

business.

This level of UODO is based on a matrix organization that allows

integrating the needs of the products and services with those of the

market. It allows expanding markets when the organization has a

dominant position.

This level of organization evolves to a superior level when the com-

pany establishes a dominant position in the market.


26

Level 5) Improvement Focused

This level of UODO includes the preceding level and is the most

adaptive and effective type of organization. It is based on having an

evolutionary model based on object driven process improvements.

Such improvements allow taking advantage of all the objects in-

stalled at the different levels improving them based on the changes

that are needed to better adapt to the market and taking advantage of

the new technologies that are available.

It requires integrating the non-adaptive aspects of the business that

need to be upgraded in their efficiency with the adaptive aspects that

need to become effective based on their efficacy.

The level of adaptiveness is adequate to the needs of the market,

shareholders and stakeholders and its most significant characteristic

is the organization by roles working as interdependent units.

The organization by roles empowers adaptiveness and allows opti-

mizing processes. It requires having the necessary future scenarios in

order to be able to plan long-term adaptive strategies. It also requires

having established a universal strategic plan.

This superior level of organization needs to have corruption inhibi-

tors in order to avoid its degradation.

Some considerations on objects

Objects are productive adaptive units that have a concept, an added

value, the necessary quality assurance and a methodology to ensure

the minimum strategy. To imagine an object please consider an au-

tomatic pilot in an airplane. It can be considered a “paradigmatic”

object.


27

We would like to make a clarification of the difference between ob-

jects and things.

Objects only exist within a process. When they are not part of a pro-

cess they are things.

Objects produce an added value for someone in the process. When

they do not produce added value they are things. Things can be such

in some conditions and objects in others. The definition of an “ob-

ject” is functional to a value that needs to be achieved.

For example, a commercial car is an object if there is a driver, if not it is

a thing. But if it is a collection car it is an object for the owner and for

those who appreciate its value. For those who do not, it is just a thing.

In the world of abstract objects a rumor is an object if it achieves the

expected value. News is an object if it has a use for the one who re-

ceives it.

That is why it has to be clarified that objects depend on a given func-

tionality within a process. A stone might be an object if it has a use,

if not, it is just a thing.

That is why only people who have a sound knowledge on a process

can design the objects that are part of the process.

In order to reuse objects in other homologous processes it becomes

necessary to have an expert knowledge. Without it no homologies

can be understood.

There are different types of objects:

● Driving Objects

To drive processes

● Catalyzing Objects

To accelerate processes


28

● 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

PROCESSING

EXPANSION

SECURITY FREEDOM

INFLUENCING

CONTRACTION

QUALITY

ASSURANCEVALUE

GENERATION

TO CONTROL

TO PRODUCE

SUSTAINING

DRIVERS

ENTROPY

INHIBITORS

CATALYSTS

ACTION

INHIBITORS

Unicist Ontogenetic Map of Objects’ FunctionalityThe Unicist Ontology in Unicist Standard Language


GRAVITATIONAL

OBJECTS

Maximal Strategy

Minimum Strategy

29

Personal Roles as Objects

Only people who accept that their value is in the role they play in a

work process are able to design object driven organizations.

People who just develop their work by executing tasks can use ob-

jects as part of their work process but cannot lead these processes.

Unicist Ontogenetic Map of Personal-Role ObjectThe Unicist Ontology in Unicist Standard Language

Evolution

Involution

Subjective

ValuePurpose (*)

Objective AspectsMaximal Strategy

Active function

Subjective AspectsMinimum Strategy

Energy conservation function

Personal-Role

Object




the two dualistic



3

21

00

-1





A personal role identifies the functional identity that an individual

has and that the environment expects s/he will fulfill.

The personal role becomes an object when an individual truly as-

sumed the full responsibility of what is expected in an adaptive envi-

ronment.

The personal role of an individual considered as an object is what

makes such individual be part of an adaptive environment.


30

The assumption of this personal role working as an object includes

providing an added value to the environment, having objective as-

pects that generate the added value and subjective aspects to sustain

the subjective value that is provided.

Over-adaptive environments do not accept the existence of roles.

They transform the functionality of an individual’s role into subjec-

tivism and duties that are managed by the manipulation of illusions,

fears and guilt.

Personal-role objects have, like any other objects, a concept, an add-

ed value and a quality assurance process. An individual has the pos-

sibility of structuring her/his role or follow the rules of over-

adaptation.

Personal roles as objects make people transparent, reliable, account-

able and respectable. The objectification of roles allows individuals

to exert their subjective approach without falling into subjectivism.

Individuals have multiple roles depending on the environment in

which they act. From this point of view, an individual who is alone

and has no contact with the external environment, has no personal

role. The integration with the environment is what makes the person-

al roles exist as objects.

Every object has a level of energy that defines its critical mass. This

energy is defined by the functional aesthetics of the role’s added val-

ue, the personal influence an individual has and the credibility of the

value proposal.

The Structure of Personal Roles as Objects

Personal roles work as objects in adaptive environments because they

allow integrating groups knowing the functionality of each member,


31

which permits building synergy and establishing driving, inhibiting

and entropy inhibiting functions.

The acknowledgement of these roles also allows adding external

functions to the group to provide catalyzing and gravitational func-

tions to accelerate actions and ensure their consistency.

SUBJECTIVE VALUE

(THE CONCEPT)

OBJECTIVE ASPECTS

(TO ADD VALUE)

SUBJECTIVE ASPECTS

(FOR QUALITY ASSURANCE)

USE

VALUE

REFERENCE VALUE

OPPORTUNITY VALUE

SUBJECTIVE

VALUE

UTILITY

AESTHETICS

SOLIDITY

OBJECTIVE

ASPECTS

RESPECTABILITY

PREDICTABILITY

SUBJECTIVE

ASPECTS

RELIABILITY

CATALYST /

INHIBITOR

DRIVER /

INHIBITOR

MINIMUM

STRATEGY

MAXIMAL

STRATEGY


EVOLUTION

INVOLUTION

The Unicist Ontogenetic

Map of Personal-Role

ObjectsThe Unicist Ontological Algorithm

in Unicist Standard Language

1

8

7

9 6

4

5

3

2

ENTROPY

INHIBITOR

PERSONAL-ROLE

OBJECT

C

B

A

The driver of the personal-role object is the use value of the role. It is

part of the subjective value, which is the purpose of the function and

provides the concept of the universal definition of an object.

It requires that this personal-role object be considered a reference

value with the necessary timing, which implies synchronicity, accel-

eration and speed in order to provide value when it is needed.

The objective aspects cover the adding value function of an object

and are homologous to the ontogenetic map of architecture (defined

by the concepts of Utility, Aesthetics and Solidity).


32

The purpose of the objective aspects is to provide Utility, the active

function is a completing function (Aesthetics) and the Solidity is

provided by the reliable delivery of what is expected.

The subjective aspects of personal-role objects provide the trustabil-

ity of the role, which defines its respectability. Predictability is the

first step to earn respectability. The second step is ensuring reliabil-

ity, which provides the entropy inhibitor that ensures the functionali-

ty of personal roles.

There are five categories of personal roles that define different levels

of influence in an adaptive environment:

Level 1) Subjective Roles

Level 2) Operational Roles

Level 3) Control Roles

Level 4) Constructive Roles

Level 5) Adaptive Roles

UTILITY

EXPANSION

SECURITY FREEDOM

RESPECTABILITY

CONTRACTION

TRUSTABILITY DEPENDABILITY

AESTHETICS

RELIABILITY

SOLIDITY

PREDICTABILITY

4) CONSTRUCTIVE

ROLES

3) CONTROL

ROLES

5) ADAPTIVE

ROLES

2) OPERATIONAL

ROLES

The Unicist Ontology of the Personal RolesThe Unicist Ontogenetic Map in Unicist Standard Language

COPYRIGHT © THE UNICIST RESEARCH INSTITUTE

VALUE

GENERATION

Objective Aspects

Subjective Aspects

CATALYST / INHIBITOR

OF THE MINIMUM

STRATEGY

ENTROPY INHIBITOR

1) SUBJECTIVE ROLES


33

Level 1) Subjective Roles

This category of roles is based on the acceptance that every individu-

al does what s/he can do. This hinders the development of institu-

tionalized processes and is based on a task driven organization that

cannot deal with adaptive environments.

The participants need to be accepted “as is” and the influence, within

an organization where subjective roles are accepted, is based on per-

sonal relationships.

These organizations cannot deal with an object driven organization

because they cannot accept the management of processes with pre-

installed objects. This type of organization is natural in over-adaptive

environments.

Level 2) Operational Roles

These are roles that are defined to manage the operational aspects of

businesses. These roles are based on the “know how” that people

have and use operational objects that allow them to save energy to

manage the business processes.

This category is based on assuming roles based on known cause-

effect relationships. Predictability is the core value of these individu-

als, which requires that people who assumed this role be fully de-

pendable on their actions, which implies that they need to have a full

commitment with the objectives included in their function. The re-

spectability of this role is centrally given by the client orientation of

the people who assume it.

The individuals of this level evolve to a superior role when they are

naturally focused on improving the processes based on the feedback

from the environment. They remain in this role when they fulfill their


34

objectives without having the innovation capacity to improve. They

manage the operational aspects of object driven organizations.

Level 3) Control Roles

This role includes the knowledge required by the preceding role. This

role implies having assumed the responsibility for managing opera-

tional functions in order to improve results.

People who assume this role need to have the operational concepts of

the operation in order to be able to ensure the reliability of the pro-

cesses. The respectability of this role is based on having the capacity

of leading the operation based on performance standards without

generating conflicts.

Control roles require having a sound knowledge of the cause-effect

relationships of the operational aspects of the business processes that

are involved and of the objectives that need to be achieved.

The individuals of this level evolve to a superior role when they are

able to integrate operational objectives with strategic objectives.

They remain in this role when they are unable to assume risks. They

manage the performance management aspects of the object driven

organizations.

Level 4) Constructive Roles

This role includes the knowledge required by the preceding roles. It

requires that the individuals have an architectural approach to busi-

ness, which means being able to understand the structure of the busi-

ness processes as a unified field.

This is required in order to design and build business processes and

business objects. Their main responsibility is to develop the neces-


35

sary organization of the processes that are needed to achieve the es-

tablished goals.

They need to be able to design trustable processes that include ob-

jects and the quality assurance processes for the object driven organ-

ization. To assume the responsibility of these roles it is necessary to

have the fundamental and the technical-analytical knowledge of the

functions included.

The individuals of this level evolve to a superior level when they are

able to forecast the evolution of the business and of the necessary

processes. They remain at this level when they cannot assume the

risk of managing adaptive processes. They manage the architectural

aspects of the object driven organizations.

Level 5) Adaptive Roles

This role includes the knowledge required by the preceding roles.

This role implies managing the dynamics of the business in order to

develop strategies and assume the responsibility of the conceptual

design of the processes.

This role requires that individuals be able to manage the trade-offs

among the needs of the customers, of the shareholders and of the

stakeholders. They need to manage the use value of the value propo-

sitions, the competitive positioning and the opportunities of the mar-

ket.

Their main responsibility is given by the understanding of the mar-

ket, the integration of technologies and the organization of the neces-

sary manpower to achieve the objectives. They are fully responsible

for defining the strategies for growth.

This role includes the participation in the institutions of the environ-

ment that influence the business. They need to manage the unified


36

field of the business. This role is the highest level in organizations.

Individuals succeed at this level as long as they are able to guide the

adaptiveness of the organization in the environment.

37

Client Centered Management

The functionality of the Client Centered Management model is driv-

en and catalyzed by the use of business objects that save energy and

make processes simpler and more effective.

CCM implies an Object Driven Organization

Nature, as a paradigmatic complex adaptive system, is organized by

objects. The unicist organizational approach is based on emulating

nature to manage businesses as adaptive systems.

The unicist object driven organization is the natural way to organize

based on the knowledge of the ontogenetic maps of a business and its

functions.

It implies integrating business objects in the business processes that

allow managing the adaptive aspects of businesses accelerating pro-

cesses while saving energy.

Object driven marketing, object driven strategy, object driven man-

agement, object driven continuous improvement, object driven nego-

tiation and object driven leadership are paradigmatic examples of the

object driven organization.

Core Aspects of CCM

Client Centered Management Transparency: Overall Effectiveness Indicators

Benchmarking System

Quality Assurance System

Reliability System

Performance Management System


38

Communication System

Adaptive CRM

Patient Centered Management Transparency: Overall Effectiveness Indicators

Evidence Based Medicine System


Reliability System



Adaptive EHR

Learner Centered Management Transparency: Overall Effectiveness Indicators

Learning Objects System

Project Management System


Reliability System



Adaptive LMS

Object driven Client Centered Management

The goal of Client Centered Management (CCM) is to install busi-

nesses processes that ensure the achievement of results, client orien-

tation and the generation of added value.

It is a generic object driven model that adopts all the shapes that are

functional to different types of activities. Its application to industri-

al, medical, commercial, administrative and R&D processes permit-

ted the definition of a logical structure that allows taking advantage

of the object driven organization to accelerate processes and save

energy.


39

Unicist Ontogenetic Map of Client Centered ManagementThe Unicist Ontology in Unicist Standard Language

Evolution

Involution

Results

AssurancePurpose (*)

Client OrientationMaximal Strategy

Active function

Added Value AssuranceMinimum Strategy

Energy conservation function

Client Centered

Management




the two dualistic



3

21

00

-1





The driver of the CCM is the achievement of a critical mass of the

business processes that provides the necessary results assurance. It

includes the use of driving objects to sustain the aesthetics of the

value proposition, catalyzing objects to provide the necessary influ-

ence to ensure the functionality and gravitational objects that sustain

the credibility of the activities.

The maximal strategy of the CCM is given by having installed a sys-

tem that drives towards building complementation, which requires

the use of two different types of objects. One of these objects is in-

troduced to build an asymmetric complement to influence the envi-

ronment and the other one is used to build a symmetric complemen-

tation to manage the relationships with the customers.

When the concept of the complementation has been defined, it is neces-

sary to ensure the availability of the solutions proposed. This requires

having the necessary timing to be synchronic with the needs of the envi-

ronment and having the necessary speed to follow the environment and

the necessary acceleration of actions in order to influence it.


40

Reliability is the catalyst of the CCM, which implies that the fulfill-

ment is the accelerator of the functionality of the model. The mis-

management of the lack of fulfillment drives naturally to the degra-

dation of the model.

COMPLEMENTATION

EXPANSION

SECURITY FREEDOM

QUALITY

ASSURANCE

CONTRACTION

COMMITMENT TIMING

RELIABILITY

EFFICIENCY

AVAILABILITY

EFFICACY

3) TECHNOLOGICAL

ORGANIZATION

2) PROFESSIONAL

ORGANIZATION

4) MARKET DRIVEN

ORGANIZATION

1) ARTISANAL

ORGANIZATION

Unicist Ontogenetic Map of Client Centered ManagementThe Unicist Ontology in Unicist Standard Language


RESULTS

ASSURANCE

Client Orientation

Added Value Assurance



Entropy Inhibitor

Reliability requires the existence of a system that sustains the func-

tionality of the processes. Complementation can be built when a reli-

ability system has been installed.

The goal of the minimum strategy of the CCM is to ensure the value

added. To make this possible it is necessary to have installed a quali-

ty assurance system. This quality assurance system includes aspects

that deal both with the efficacy of the participants of the business

processes and with the efficiency of the system.

Efficacy, defined as the capacity of individuals to assume the respon-

sibility to produce results, is based on the existence of role accounta-

bility, task proficiency and reliable knowledge of those who partici-

pate in the process.


41

Efficiency, on the other hand, defined as the potential capacity of a

system to produce predefined results, is based on the integration of

productivity, quality and deliverability.

Efficiency is the entropy inhibitor of the CCM, which requires hav-

ing an object driven continuous improvement process to ensure that

the level of efficiency remains above the threshold required by the

competitive environment.

42

Annex:

Categories of Unicist Objects

43

The Nature of Objects

Functional Objects

These objects define the basic struc-

ture of objects based on their final

purpose.

These objects are defined by their

functionality within specific process-

es and their context.

Behavioral Objects

Commercial Objects

These objects define the behavior of

people and their capacity to adapt to

the environment.

These objects are designed to foster

the acceptance of an idea in the mind

of buyers.


44

Semantic Objects

Semiotic Objects

These objects install a structured

knowledge in the mind in order to

establish a basic context.

These objects guide the actions of

individuals in order to establish a

functional pathway.

Institutionalization Objects

Strategy Building Objects

These objects sustain the perception

and acceptance of an institution and

its rules

These objects allow sustaining strate-

gic processes minimizing the energy

consumed to achieve goals.


45

Business Architecture Objects

Institutional Roles / Objects

These objects sustain architectural

processes and minimize the cost of

business architecture building.

Institutional roles are in fact the ob-

jectification of institutions to manage

their functionality.

Cultural Roles / Objects

Personal Roles / Objects

Cultural roles work as objects in

their environment and increase the

adaptiveness of cultures.

Personal roles are the objectification

of their functionality in an environ-

ment.


46

Systemic Objects

Functional Objects

These objects allow transforming

energy and generating added value

in a predictable way.

These objects integrate other objects

in order to make them work as a sys-

temic process.

Operational Objects

Cognitive Objects

These objects allow earning value

for a system based on a human con-

trol of their procedures.

These objects define the knowledge

that is stored in the mind, integrating

their added value and foundations.


47

Dynamic Learning Objects

Quality Assurance Objects

These objects have been built to es-

tablish an object driven pathway

that simplifies learning processes.

These objects allow building system-

ic objects by ensuring the quality of

their processes.

Leadership Roles / Objects

Negotiation Roles / Objects

These objects allow sustaining the

power of leadership processes with-

out extering it.

These objects guide negotiation pro-

cesses and minimize the energy con-

sumed by the implicit conflicts.


48

Image Building Objects

These objects sustain image building

and establish the stages of these pro-

cesses.


49

Access the application of the

Unicist Logical Approach to Complexity:

www.unicist.net/clipboard

Books by Peter Belohlavek that refer to Complexity Sciences applied

to Business Architecture. You can access them at the Unicist Library:

www.unicist.com

1. Complexity Science: Unicist Research & Design of Human Complex

Adaptive Systems

2. Design of complex systems research

3. Innovation

4. Institutionalization

5. Introduction to the nature of perception and credibility

6. Introduction to Unicist Business Therapeutics

7. Introduction to Unicist Diagnostics

8. Introduction to Unicist Market Segmentation

9. Introduction to Unicist Object Driven Entrepreneuring

10. Knowledge, the competitive advantage

11. Natural Organization of Outsourcing and Insourcing

12. Ontointelligence

13. Peopleware: The Integrator of Hardware and Software

14. Real Diagnostics vs. Paradoxical Diagnostics

15. RobotThinking

16. Social Critical Mass in Business

17. The Ethic of Foundations

18. The Nature of Big Change Management

http://www.unicist.net/clipboard

http://www.unicist.com/


50

19. The Nature of Doers

20. The Nature of Unicist Business Strategy

21. The Nature of Unicist Object Driven Business Growth

22. The Nature of Unicist Object Driven Change Management

23. The Nature of Unicist Object Driven Institutional Immune Systems

24. The Nature of Unicist Object Driven Leadership

25. The Nature of Unicist Object Driven Management

26. The Nature of Unicist Object Driven Marketing

27. The Nature of Unicist Object Driven Organization

28. The Nature of Unicist Reverse Engineering for Object Design

29. The Ontogenesis of Knowledge Acquisition: The Unicist Ontology of

Human Learning

30. The Origin of Human Fallacies

31. The Path of the Architect

32. The Unicist Approach to Businesses

33. The Unicist Ontology of Ethical Intelligence

34. The Unicist Ontology of Family Businesses

35. The Unicist Ontology of Human Capital Building

36. The Unicist Ontology of Network Building

37. Unicist Business Architecture

38. Unicist Business Diagnostics: The Compendium of Ontologies for Busi-

ness Diagnostics

39. Unicist Business Objects Building: An Ontology based and Object driven

Technology

40. Unicist Business Strategy

41. Unicist Business Strategy: Ontology based and Object driven Business

Strategy

42. Unicist Business Therapeutics: Ontological based and Object driven

Therapeutics

43. Unicist Future Research

44. Unicist Marketing Mix

45. Unicist Marketing: Ontology based and Object driven Marketing

46. Unicist Mechanics: Business Application

47. Unicist Object Driven Diagnostics

48. Unicist Object Driven Learning

49. Unicist Object Driven Management

50. Unicist Object Driven Marketing

51. Unicist Object Driven Negotiation

52. Unicist Object driven Strategy

53. Unicist Ontogenetic Algorithms to solve business problems

54. Unicist Ontology of Language

55. Unicist Ontology to deal with Adaptive Systems


51

56. Unicist Organization: Object Driven Design

57. Unicist Organization: Ontology based and Object driven Organization

58. Unicist Organizational Cybernetics

59. Unicist R&D of Adaptive Systems in Business

60. Unicist Reflection to focus on solutions

61. Unicist Reflection: The path towards strategy

62. Unicist Standard for Adaptive System’s Pilot Testing

63. Unicist Standard for Business Benchmarking

64. Unicist Standard for Business Growth

65. Unicist Standard for Business Objects Building

66. Unicist Standard for Critical Mass Building

67. Unicist Standard for Human Adaptive Behavior

68. Unicist Standard for Ontological Business Diagnostics

69. Unicist Standard for Ontological Business Modeling

70. Unicist Standard for Ontological Change Management

71. Unicist Standard for Ontological Leadership

72. Unicist Standard for Ontological Scenario Building

73. Unicist Standard for the Ontological R&D of Adaptive Systems

74. Unicist Standard Language

75. Unicist Standard Language: To design, build and manage Human Adap-

tive Systems

76. Unicist Standard to deal with the Ontology of Personal Evolution

77. Unicist Standard to Manage the Ontology of Businesses

78. Unicist Standard to Research the Ontology of Human Adaptive Systems

79. Unicist Thinking


Peter Belohlavek is the creator of the Unicist Theory and the founder of The

Unicist Research Institute, a private global research organization specialized

in complexity sciences, that has an academic arm and a business arm.

He was born on April 13, 1944 in Zilina, Slovakia. His basic education is in

Economic Sciences. To apprehend "reality" as a complex unified field he

completed his education with research driven guided studies in Psychology,

Epistemology, Anthropology, Economy, Education, Sociology, Life Sciences

and Management.

The Unicist Theory made adaptive systems manageable and gave an episte-

mological structure to complexity sciences. This theory established a new

starting point in science which expanded the possibilities of human influence


52

in adaptive environments. This is a new stage like the stage that was opened

by the Theory of Relativity.

This theory allowed managing the adaptive aspects from Life Sciences to

Social Sciences. Its application provided the four scientific pillars to develop

the unicist technologies: Conceptual Economics, Conceptual Anthropology,

Conceptual Psychology and Conceptual Management.

As it is known, the management of complexity has been an unsolved chal-

lenge for sciences. Science dealt with complexity using multiple palliatives

but without achieving consensus of what complex systems are.

This challenge has been faced in 1976 at The Unicist Research Institute,

which became a pioneering organization in the development of concrete so-

lutions to manage the complex adaptive systems by developing a logical ap-

proach that uses the Unicist Theory.

He discovered the intelligence that underlies nature, which gave birth to the

Unicist Theory, and the ontointelligence that defines the roots of human in-

telligence. These discoveries and developments expanded the possibilities to

upgrade education, to influence social and institutional evolution and to deal

with markets.

The unicist logical approach expanded the boundaries of existing sciences.

The Unicist Theory was used to develop applications in Life Sciences, Future

Research, Business, Education, Healthcare and Social and Human behavior.

Now complex adaptive systems became manageable and complexity science

received its epistemological structure.

Among other roles, he leads the Future Research Laboratory of The Unicist

Research Institute. It is a space to give access to information on country ar-

chetypes, future scenarios and trends to the worldwide community.

( More information: http://www.unicist.org/peter-belohlavek.php )

The Unicist Research Institute was the pioneer in complexity science re-

search and became a private global decentralized leading research organiza-

tion in the field of human adaptive systems.

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

http://www.unicist.org/peter-belohlavek.php

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

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