unicist business objects · 2017-06-06 · 5 unicist business objects ® unicist business objects...

Conceptual Management

Unicist

Business Objects

Emulating the Organization of Nature The unicist logic based and object driven technologies were developed

to deal with the adaptive aspects of businesses and institutions of any

kind. The transfer of unicist object driven technologies to companies is

based on embodying such technologies in business objects / prototypers

to develop prototypes, which end up in solutions.

Copyright © The Unicist Research Institute

All rights reserved

3

Contents

Unicist Business Objects.................................................................. 5 Energy Saving and Quality Improvement ......................................... 6

Comparison of Unicist Objects with existing types of Objects ......... 7

Unicist Business Objects Building .................................................. 8

The Unicist Object Driven Organization ........................................... 8 Some considerations on Objects ........................................................ 8

The Functionality of Objects ........................................................... 11 The Unicist Ontology of Objects ..................................................... 12 About the Driving Business Objects................................................ 13

About the Inhibiting Business Objects ............................................ 13 About the Entropy Inhibiting Business Objects ..................................... 14

About the Catalyzing Business Objects ........................................... 15

Unicist Business Objects Design ...................................................... 18

The Unicist Standard for Business Objects Design .............................. 21

Classification of UBO according to their intrinsic characteristics ......... 21 Classification of objects based on their use ......................................... 22 Types of Business Objects ............................................................... 24

The Unicist Standard ..................................................................... 30

The Unicist Approach to Businesses ............................................... 31 The Unicist Standards ...................................................................... 31

Annex: The Unicist Approach to Complexity ................................. 33

4

Nature is a complex adaptive system that is organized by objects.

The organs of the human body are an evident example of this organi-

zation. The unicist approach to business is based on the installation

of business objects to organize processes. These objects allow accel-

erating their functionality, improve their quality and save energy.

This type of organization requires following the Unicist Standard for

adaptive systems, in order to ensure the functionality.

5

Unicist Business Objects ®

Unicist business objects (UBO) are encapsulated adaptive systems

that produce predefined results that can be inserted in work processes

to increase productivity and quality and to save energy.

The Unicist Research Institute has developed Business Objects that

allow emulating the organization of nature minimizing the energy

consumed to generate value.

The Object Driven Organization emulates the organization of nature

in institutions. The same way nature is organized by objects, every

complex adaptive system is integrated by interdependent objects that

make adaptiveness possible.

The human body is an example of this organization by objects. Be-

cause of their complexity, objects have, among other characteristics,

open boundaries which imply that any “observer” is part of the sys-

tem.

The use of business objects structures the timing and synchronicity

of business processes.

It also provides the necessary acceleration to achieve the needed crit-

ical mass and the required speed to adapt to the environment.

Business Objects are adaptive systems that generate added value and

save energy within the limits of their concept having a quality assur-

ance system and a methodology to sustain alternative solutions.

The Unicist Objects provided are adapted to the business, the market

and the scenario of a client and include patented and not patented

processes.

The Unicist Research Institute

6

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.

From a functional point of view there are different types of objects:

● 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

Energy Saving and Quality Improvement

Unicist Business Objects are proven solutions based on the use of the

unicist ontological algorithms included in the Unicist Standard that

can be installed in processes in order to save energy and increase

quality to produce results.

The energy saving in a normal business process is usually more than

30%. The investment in Business Objects is recovered in less than

one year.

There exists the possibility of making a Research Consortium to de-

velop Business Objects for a company.

Unicist Business Objects

7

Comparison of Unicist Business Objects

with existing types of Objects 3.1

Aspects

Objects in

Information

Technology

Objects

in Nature

Unicist Business

Objects

Mindset to

Apprehend

Objects

Dualistic Logic,

Class Logic, Prop-

ositional Logic

Integrative Logic,

Fuzzy Logic, Pred-

icate Logic

Integrative Logic,

Fuzzy Logic, Predi-

cate Logic

Purpose Minimum Strategy Maximal &

Minimum Strategy

Maximal &

Minimum Strategy

Example Programming

Objects

The Organs of the

Human Body

Commercial Objects

Category Class Species (Role) Concept

Dependence Inheritance Inheritance Homologous Inheritance

Operation Method Adaptive Method Adaptive Method

Value

Generation

Event Action Action

Activation Message Nervous System Business Intelligence

Functionality Attributes Functionality Fundamentals

Essential

Characteristics

Model Genotype Ontogenetic Map

Design Encapsulation Phenotype Unified Field Diagram

Pluralism Polymorphism Polymorphism Polymorphism

Dynamic Synchronicity Synchronicity Synchronicity

Influence Functional Critical Mass Critical Mass

8

Unicist Business Objects Building

This information is for those who need to understand how business

objects work and opens the possibility of managing the technology to

build them.

The Unicist Object Driven Organization

A Unicist Object Driven Organization is a model that, according to

the predefined objectives, designs the necessary processes and uses

and reuses business objects to produce the expected results.

Unicist Ontology of Object Driven Organization in Unicist Standard Language

Supplementation

Complementation

ObjectivesPurpose (*)

ProcessesMaximal StrategyActive function

ObjectsMinimum Strategy

Energy conservation function

Object Driven

Organization

(*) Unicist Thinking allows

emulating nature and makes

the integration of the two dualistic

approaches possible.

The numbers 0 – 1 – 2 – 3

represent the steps (rules)

of the Unicist Ontogenetic

Algorithm.

Copyright© The Unicist Research Institute

3

2

1

0

Some considerations on objects

Objects are productive units that have a concept, an added value, the

necessary quality assurance and a methodology to ensure the mini-


9

mum strategy of their purpose. To imagine an object please consider

an automatic pilot in an airplane. It can be considered a “paradigmat-

ic” object.

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.

An object is such because it produces an added value for someone in

the process. When it does not produce added value it is a thing.

Things can be such in some conditions and objects in others. The

definition of an “object” is functional to a value that needs to be

achieved.

For example, a 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 the definition of an object de-

pends on the given functionality it has 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.


10

PROCESSING

EXPANSION

SECURITY FREEDOM

INFLUENCING

CONTRACTION

QUALITY

ASSURANCEVALUE

GENERATION

TO CONTROL

TO PRODUCE

SUSTAINING

DRIVING

OBJECTS

ENTROPY

INHIBITING

OBJECTS

CATALYZING

OBJECTS

INHIBITING

OBJECTS

The Unicist Ontology of Objects’ FunctionalityOntogenetic Map in Unicist Standard Language

GRAVITATIONAL

OBJECTS

Maximal Strategy

Minimum Strategy

Catalyst / Inhibitor of

the Minimum Strategy

Entropy Inhibitor


There are different types of objects according to their functionality:

● 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

Theses functionalities correspond to the roles the objects exert in

nature. The building of human adaptive systems requires the use of

objects in order to ensure the production of the required results.


11

Paradoxical results are produced in human adaptive systems if the

objects do not have the required energy or fail in their objective and

are not substituted or replaced by human action.

Objects are elements that have independent functionalities but are

installed in processes to work in an interdependent way.

The driving function of an object is defined by the final purpose of

such object that is driven by its concept.

The entropy inhibiting function is defined by the energy conserva-

tion function of the minimum strategy of an object.

The inhibiting function is defined by the focus of the necessary ac-

tions of an object.

The catalyzing function of an object is defined by the energy con-

servation function of the restricted context of an object.

The gravitational function is defined by the wide context that con-

tains the object within a superior and wider unified field.

The functionality of objects

There are five business objects which are: the drivers, the entropy

inhibitors, the inhibitors, the catalysts and the gravitational objects.

The first three ones belong to the process of a system while the cata-

lysts 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 pro-

vide the driving, inhibiting and entropy inhibiting functions in a pro-

cess.


12

Unicist Ontology of Business Objects in Unicist Standard Language

Supplementation

Complementation

Driving ObjectsPurpose (*)

Inhibiting Objects Maximal StrategyActive function

Entropy Inhibiting ObjectsMinimum Strategy


Driving

Business Objects








Algorithm.


3

2

1

0

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 Unicist Ontology of Objects

Each type of object has a different functionality that will be synthe-

sized in the following pages through an introduction to its ontology:

• Driving Business Objects

• Inhibiting Business Objects

• Entropy Inhibiting Business Objects

• Catalyzing Business Objects

• Gravitational Business Objects


13

About the Driving Business Objects

Unicist Ontology of Driving Business Objects in Unicist Standard Language

Supplementation

Complementation

ConceptPurpose (*)

Added Value Maximal StrategyActive function

Quality Assurance to Add ValueMinimum Strategy


Driving

Business Objects








Algorithm.


3

2

1

0

The function of driving business objects is to achieve the concept

that underlies their creation.

To do so they need to generate added value and have a quality assur-

ance system that ensures the value they add.

The quality assurance system can be an automated system -in case of

systemic objects- or a human dependant control system -in case of

operational objects.

About the Inhibiting Business Objects

The purpose of Inhibiting Business Objects is to sustain the focus of

the concept that underlies the driving objects.

By establishing the focus, they need to inhibit any activity that is

beyond this focus.


14

Unicist Ontology of Inhibiting Business Objects in Unicist Standard Language

Supplementation

Complementation

FocusPurpose (*)

Commitment with Results Maximal StrategyActive function

Quality Assurance of the FocusMinimum Strategy


Inhibiting

Business Objects








Algorithm.


3

2

1

0

Although these objects are based on fostering a commitment with

results in order to fulfill their functionality, their core aspect is the

quality assurance of the focus which sustains their inhibiting activity.

About the Entropy Inhibiting Business Objects

Unicist Ontology of Entropy Inhibiting Business Objects in Unicist Standard Language

Supplementation

Complementation

Need

SatisfactionPurpose (*)

Focus Maximal StrategyActive function

Quality Assurance of Need SatisfactionMinimum Strategy


Entropy Inhibiting

Business Objects








Algorithm.


3

2

1

0


15

Entropy inhibiting business objects seek to ensure that the need of a

process is satisfied.

Their active function is to ensure that the focus on the needs is main-

tained.

They provide the control function of objects and are complementary

with the driving objects in order to ensure that the solution of the

concept is being achieved.

About the Catalyzing Business Objects

Unicist Ontology of Catalyzing Business Objects in Unicist Standard Language

Supplementation

Complementation

Influence

BuildingPurpose (*)

Timing Maximal StrategyActive function

Satisfaction of NeedsMinimum Strategy


Catalyzing

Business Objects








Algorithm.


3

2

1

0

Catalyzing business objects are elements of the restricted context of a

system that can be used to influence other objects to accelerate their

work. They are not part of the system they accelerate.

Catalyzing objects are energy conservation functions of a superior

level that influence the use of the energy of a system.

Their main characteristic is that they need to have the necessary syn-

chronicity, acceleration and speed to work when they are needed.


16

An example of this a catalyst is the brand power when it is used in

selling processes.

They need to be designed with an intrinsic ambiguity in order to al-

low the participants to decide to accelerate. If they are not ambiguous

they do not work as catalysts and produce paradoxical results.

About the Gravitational Business Objects

Unicist Ontology of Gravitational Business Objects in Unicist Standard Language

Supplementation

Complementation

Authoritative

ContextPurpose (*)

Fostering Freedom Maximal StrategyActive function

Provision of Security Minimum Strategy


Gravitational

Business Objects








Algorithm.


3

2

1

0

Gravitational Objects impose an authoritative context in order to fos-

ter freedom of individuals and provide a framework of security to

influence individuals’ actions.

They need to be based on subliminal design and an adequate level of

participation in order to ensure that leadership can be accepted. They

represent the wide context that influences the restricted context and

thus the system.

An example of a gravitational object is the use of Corporate Univer-

sities to provide upgrades to members of the market. But these Cor-


17

porate Universities need to work at a higher academic level than the

one necessary to manage the processes and objects of a system.

They need to be separated from the catalysts and from the objects of

the system in order to work independently from them.

Other examples are the philanthropic activities of corporations.

18

Unicist Business Objects Design

Unicist Ontological Business Process Modeling (UOBPM) requires

defining the processes that include the necessary business object that

work within the limits of the ontological algorithms that regulate an

activity.

Unicist Ontology of Business Objects Design in Unicist Standard Language

Supplementation

Complementation

ProcessesPurpose (*)

Business Objects DesignMaximal StrategyActive function

OntologiesMinimum Strategy


Business Objects

Design








Algorithm.


3

2

1

0

A specific UOBPM has to happen within the limits of the meta-

model of the business.

The ontology of the business works as a gravitational force to sustain

the vision and mission of an activity.

The design of business objects requires, on the one hand, a construc-

tive process to define them and, on the other hand, a control process

to confirm the validity of the solution.

At the end there has to be a pilot test and a recycling process follow-

ing the XD-design method.


19

FUNCTIONAL

CONCEPTS

CONCEPTUAL

KNOWLEDGE

VALIDATION ACTION

VALUE ADDING

PROCEDURE

SYSTEMIC

VALIDATION

QUALITY

ASSURANCE

SYSTEM

FUNDAMENTAL

KNOWLEDGE

DESIGNING

CONTROLLING

Unicist Ontology of Business Objects Designin Unicist Standard Language

Copyright © The Unicist Research Institute

UNICIST

OBJECT

Maximal Strategy

Minimum Strategy

EXPANSION

SECURITY FREEDOM

CONTRACTION

The design process includes the definition of the functional concepts,

the value adding procedures and the quality assurance system.

The control system includes the validation using the existent ontolog-

ical algorithms based on conceptual knowledge, the knowledge of

the fundamentals and the systemic knowledge of the activity.

The Unicist Ontological Algorithm

It can be defined in the following taxonomic steps:

1) Knowledge of the process

A) Definition of the necessary procedures

B) Definition of the Performance Control System

C) Confirmation of the results that have to be achieved

2) Definition of the functional concept of the object

3) Definition of the value adding procedure of the object

4) Definition of the Quality Assurance System

5) Confirmation of the purpose of the object

6) Definition of the essential concept of the activity


20

7) Definition of the fundamentals that rule the activity

8) Validation using the systemic knowledge of the activity

9) Confirmation of the ontology of the activity

10) Pilot testing and recycling

PROCESSES

OBJECT DESIGN

ONTOLOGIES

OUTPUT

PROCEDURES

PERFORMANCE

CONTROL

PROCESSES

FUNCTIONAL

CONCEPTS

VALUE ADDING

PROCEDURE QUALITY ASSURANCE

SYSTEM

OBJECTS

DESIGN

CONCEPTUAL

KNOWLEDGE

FUNDAMENTAL

KNOWLEDGE

ONTOLOGIES

SYSTEMIC

KNOWLEDGE

CATALYST /

INHIBITOR

DRIVER /

INHIBITOR

MINIMUM

STRATEGY

MAXIMAL

STRATEGY


BACKWARD-CHAINING

FORWARD-CHAINING

UNICIST ONTOLOGY

OF BUSINESS

OBJECTS DESIGN

1

8

7

9 6

4

5

3

2

ENTROPY

INHIBITOR

BUSINESS OBJECTS

DESIGN

C

B A

21

The Unicist Standard for Business Objects Design

The Unicist Standard for business objects building defines the norms

that business objects have to fulfill to generate results.

Extreme design, the use of unicist modeling and the structure of the

ontology of objects allow building unicist business objects.

Unicist Ontology of Business Objects Building in Unicist Standard Language

Supplementation

Complementation

Unicist Business

ObjectsPurpose (*)

Extreme DesignMaximal StrategyActive function

Unicist Business ModelingMinimum Strategy


Business Objects

Building








Algorithm.


3

2

1

0

Unicist business objects (UBO) are encapsulated adaptive systems

that produce predefined results that can be inserted in work processes

to increase productivity and quality and to save energy.

Classification of UBO according to their intrinsic

characteristics

Operational Objects: These objects are designed to earn value.

Functional Objects: Their functionality is the integration and linking

of objects, tasks and processes.


22

Systemic Objects: They have been designed to transform energy.

Cognitive Objects: They are ontological algorithms that are neces-

sary to build processes, tasks and objects.

Unicist Ontology of Unicist Business Objectsin Unicist Standard Language

Supplementation

Complementation

ResultsPurpose (*)

Adaptive AspectsMaximal StrategyActive function

Operation & Control AspectsMinimum Strategy


Adaptive System

Solution








Algorithm.


3

2

1

0

Classification of objects based on their use

Drivers: they are objects that produce results within work processes.

Catalysts: they are objects that are designed to accelerate drivers,

tasks or processes.

Entropy inhibitors: Their role is to minimize the entropy of processes

and results.

Inhibitors: They are objects to inhibit anti-conceptual actions in pro-

cesses.

Gravitational objects: They are objects that generate an influential

context that promotes the need of the results provided by tasks, ob-

jects or processes.


23

Objects do not substitute people’s responsibility, they provide a saf-

er, faster and energy saving solution to be installed in work process-

es.

That is why objects can only be installed in organizations where the

leaders assumed the responsibility for the results produced by the

processes they manage.

24

Types of Business Objects

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.


25

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.


26

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.


27

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

systemic 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.


28

Dynamic Learning Objects

Quality Assurance Objects

These objects have been built to

establish 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 exerting it.

These objects guide negotiation pro-

cesses and minimize the energy con-

sumed by the implicit conflicts.


29

Image Building Objects

These objects sustain image building

and establish the stages of these pro-

cesses.

30

The Unicist Standard ®

The Unicist Standard defines the structures and the unified fields that

have to be managed in an adaptive system in order to organize it and

achieve the results that have been defined as possible.

This allows managing the unified field of human adaptive systems in

a reasonable, understandable and provable way.

The energy saving produced by the strict use of the Unicist Standard

of a function exceeds 30% (experience data). The use of the Unicist

Standard is a condition for designing Strategies and Architectures.

This standard provides the rules to be considered to manage the dy-

namics of the adaptive aspects of businesses and to build the neces-

sary quality assurance processes to ensure the results to be produced.

The Unicist Research Institute researched the field of complex sys-

tems making the management of the unified field of human adaptive

systems possible.

All the structural solutions, business objects, technologies and

knowledge provided by The Unicist Research Institute are based on

the unicist ontological approach, follow the Unicist Standard and

generate significant energy saving effects.


31

The Unicist Approach to Businesses

The Unicist Approach established a new starting point to deal with

the adaptive aspects of businesses to organize their expansion. It al-

lowed doing what was not possible before.

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

objects. The Unicist Approach is based on emulating nature to man-

age businesses as adaptive systems.

At an operational level, this approach is materialized in the use of the

Object Driven Organization which employs Business Objects to ac-

celerate business processes and save energy.

These objects are designed based on the knowledge of the ontogenet-

ic maps of their functions and on the use of the Unicist Standard to

design business processes and objects.

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.

The Unicist Standards

• Unicist Standard for Conceptual Design

• Unicist Standard for Business Strategy

• Unicist Standard for Adaptive System`s Pilot Testing

• Unicist Standard for Business Benchmarking

• Unicist Standard for Business Growth

• Unicist Standard for Market Growth

• Unicist Standard for Business Objects Building

• Unicist Standard for Human Adaptive Behavior

• Unicist Standard for Fundamental Business Diagnostics


32

• Unicist Standard for Business Modeling

• Unicist Standard for Business Intelligence

• Unicist Standard for Business Architecture

• Unicist Standard for IT Architecture

• Unicist Standard for Marketing

• Unicist Standard for Virtual Collaboration

• Unicist Standard for Continuous Improvement

• Unicist Standard for Change Management

• Unicist Standard for Leadership

• Unicist Standard for Future Scenario Building

• Unicist Standard for the Ontological R&D of Adaptive Systems

• Unicist Standard Language

• Unicist Standard to deal with Learning Processes

• Unicist Standard to deal with Personal Evolution

• Unicist Standard to Research of Human Adaptive Systems

• The Unicist Standard for Critical Mass Building

33

Annex

The Unicist Approach to Complexity

34

Unicist Approach to Complexity

in Adaptive Systems

The unicist approach to adaptive (complex) systems The most primitive adaptive (complex) system is given by two elements that have a

biunivocal relation (loop). For example:

• The lack of credibility of an innovation inhibits its use and the absence of use

impedes credibility.

• The absence of production causes inappropriate distribution and dysfunctional

distribution causes a lack in productivity.

Until the appearance of the solution given by the unicist approach, there were four

palliatives:

• Intuition

• More or less subjective arbitrary models

• Fallacies to avoid the perception of complexity

• Ceteris paribus

Complexity is self-evident in the field of social, institutional and individual evolu-

tion. It can be said that evolution is a complex problem itself.

Complexity is implicit in the core of the business world. Those who can apprehend

it and influence the environment are successful. Those who cannot influence com-

plexity, fail. The unicist approach is necessary for those who need to manage com-

plex problem to transform them into simple solutions, easy to be implemented.

We think it is necessary to define complexity in the field of business.

It is necessary to be understood to develop and use adaptive systems:

When you have to add 1 + 1 the problem is simple; 1 + 1 = 2. There

is only one possible solution and all you have to do is follow a meth-

od. But the problem becomes complex if you reverse the equation (2

= ???) because you need to produce a result.

In this case there are infinite solutions and the problem is complex

because you have to find the equation that optimizes the process of

producing results. That is why using methods is simple but ensuring

results is complex.


35

We define a complex system as an open system, which determines

the functionality of a unified field through the conjunction of objects

and/or subsystems.

A complex system has the following characteristics:

1) It is an open system, meaning that the energy flows to and

from the system itself.

2) The external limits of the unified field (its “globality”) behave

as the ones of a fuzzy set.

3) Functionality is determined by the “conjunction” of elements

that influence each other, generating “loops” of cause-effect

relations.

4) The “disjunction” does not exist in a complex system.

5) The sum of the results of the subsystems is not equal to the

result of the total complex system.

6) Relationships among subsystems are not linear; they respond

to the double dialectics laws (purpose-antithesis / purpose-

homeostasis).

7) Complex systems generate their own energy transformation

using their own energy and the energy from the environment.

8) Complex systems are composed of subsystems, which are al-

so composed of other subsystems, until reaching a descriptive

level that is functional to their purposes.

9) Complex systems cannot be observed. The observer is part of

the system.

10) Complex adaptive systems can only be measured in their re-

sults.

Emergence is not considered as a characteristic of a complex system

because it is also part of what we call simple or systemic systems.


36

Some examples of complex systems can be found in the social, eco-

nomical, political and cultural aspects of reality as well as in manage-

ment, marketing, strategy (of countries, institutions and individuals),

learning processes, continuous improvement and interpersonal rela-

tions.

Human Complex / adaptive systems research design

Human Complex or adaptive systems need to be researched in their

unit. No artificial experiences are possible. As all the elements are

integrated with the conjunction “and”, the elimination of one of the

elements changes the purpose of the system. Artificial experiences or

simulations are dysfunctional to human complex systems research.

The final goal of every diagnosis is to influence upon the reality un-

der study. To do so the researcher needs to explain it, but the expla-

nation is only a comprehension framework to exert influence on the

environment under study. The research that merely tries to explain a

situation becomes an end in itself and therefore tends to be fallacious.

The “unified field” to study

All reality that operates as a complex system needs to be approached

as a unified field. The unified field is not susceptible to division into

variables. Division is only possible when dealing with a non-complex

system. A complex system can only be studied as a unit.

A very strict methodology, forecast and validation/falsification are

required to avoid falling into fallacies that will lead into erroneous

diagnoses.

The researcher needs to know the unified field to be studied directly

or through homology. If it is not understood then neither its ampli-


37

tude nor its depth can be acknowledged. Both elements i.e. amplitude

and depth, tend to be known generically as amplitude.

The understanding of a culture when making a country diagnosis

calls for a depth that allows reaching the concept of the culture and

an amplitude that permits to encompass economic, social, political,

technological, religious, cultural and linguistic aspects.

To understand a global scenario implies, on the other hand, enlarging

the unified field to understand the relative functionality of several

cultures.

38

Comparison of

the Approaches to Complexity Sciences

Aspect

Peter Belohlavek’s

approach to Complexity

Sciences (*)

Preexisting ap-

proaches: Bateson,

Förster, Lorenz,

Maturana, Morin,

Prigogine and others

Field of Study Complex adaptive systems Complex adaptive systems

Approach Pragmatic - Structural - Func-

tionalist

Empirical

Definition of the field

of study

A specific reality as a unified

field that includes the restricted

and wide contexts and the

emergence of the system

Based on the emergence

of the system

Possibility of external

observation

Inexistent Inexistent

Research method Unicist Ontological Research Systemic research

Boundaries of the system Open Open

Self-organization Concepts – analogous to strange

attractors

Strange Attractors /

undefined

Structure Double Dialectics Dynamics

Purpose - active function -

energy conservation function

Variables

Relationship between

the elements

Following complementation

and supplementation laws

Undefined

Evolution / Involution Based on the evolution / invo-

lution laws of the ontogenetic

intelligence of nature

Undefined

Processes Object driven processes Undefined

Certainty Dealing with possibilities and

probabilities

Dealing with probabili-

ties

Demonstration Real applications Real applications

Emulation in mind Double dialectical thinking

(using ontointelligence)

Complex thought

Emergence Results Results

Chaos Inexistent Existent

Influence on the system Based on actions and driving,

inhibiting, entropy inhibiting, cata-

lyzing and gravitational objects.

Based on actions

Validation Destructive and non-destructive

tests (real applications)

Systemic research vali-

dation methods

39

The Unicist Research Institute was the pioneer in complexity science

research and became a private global decentralized leading research organi-

zation in the field of human adaptive systems. https://www.unicist.org/turi.pdf

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

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