The Unicist Approached introduced the management of complex problems as unified fields based the knowledge of their ontogenetic maps and the technical analytical aspects that need to be considered after the fundamental solution has been found. This required developing a unicist reflection process to apprehend the nature of a problem and define the concept of its solution.

“Unicist reflection is an approach to complex human adaptive systems to understand their nature, define the possibilities to influence them, apprehend the algorithms that allow exerting influence and generate added value.

Unicist reflection has no relationship with other introspective approaches like religious introspection, transcendent meditation, yoga or other technologies that have been developed for different purposes.

Unicist Reflection has been developed to deal with complex human adaptive systems, such as businesses, to develop scenarios, diagnoses and strategies to achieve possible results.

The reflection process can be synthesized in the following steps:

0 – Focus on the solution1 – Dealing with projections
- Destructive pilot tests
2 – Dealing with Introjections
- Non-destructive – Destructive pilot tests
3 – Dealing with integration
- Non-destructive pilot tests
4 – Dealing with communion
- Results validation
5 – Dealing with the unified field”

Access it at: www.unicist.com/books-pages/en/unicist_reflection_en16s.php
First you need to register: http://www.unicist.com

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org/turi.pdf

The use of ontology based learning approaches allows empowering the efficacy of leaders.

What Was Not Possible in Business Before the Unicist Approach?

 1)      The development of diagnoses beginning with the nature of a business and ending with its operation.

2)      The development of ontology based, reasonable, understandable and reliable global, country, market and business future scenarios.

3)      The design of synergic maximal and minimum strategies for business growth

4)      The building of business objects to work as drivers, catalysts and entropy inhibitors of business processes.

5)      The management of businesses as unified fields taking advantage of the possibilities while saving energy.

6)      The segmentation of markets including the hard, functional, psychological, conceptual and life-style aspects to influence buying processes.

7)      The integration of fundamental analysis and technical analysis to develop reliable knowledge.

Diego Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org/turi.pdf

Press Committee

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

Press Committee

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

The unicist approach is based on finding out what is possible in order to focus on it. The unicist approach deals with the “possible”, defined as a noun. It has to be considered that a possibility is a conditional situation while the “possible” is an assertive fact.

What is possible sustains success. Everything that is possible can be achieved. But this has a problem: while it provides the security of what can be done, it demands the freedom of assuming the responsibility for doing it.

The crises in the world happen because something was not “possible” but this situation was disregarded. Failures are always a consequence of someone trying to do something impossible or of something possible that was not done because people did not assume the responsibility.

That is why The Unicist Research Institute promotes:

2012, the year of the “Possible”

Executive Committee

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became the major research organization in the world in the field of human adaptive systems. More than 4,200 unicist ontological researches were developed since 1976 until December 2011 in the field of individual, institutional and social evolution. They included the development of the unicist ontogenetic maps (DNA) of institutions.

Press Committee

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

Press Committee

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

Leadership is based on the need to sustain one’s authority. But the participation of others is a condition of leadership. A leader is such because s/he is followed. Therefore, in terms of the unicist logic, participation is the active function of leadership and the energy conservation function is given by the power a leader has to impose her/his authority.

Shared objectives are the driver of leadership. Shared objectives precede the leader’s activity. Exceptions are new groups with no objectives. In this case, a creative leader is needed. Shared objectives are synthesized in the vision of a company or of a group.

Both the creative and the constructive leadership types are functional to develop maximal strategies. Maximal strategies requires democratic, authoritative and exemplarity driven leadership.

Both the authoritarian and the charismatic leadership types are functional to develop minimum strategies. Minimum strategies require a dualistic approach which includes authoritarian, charismatic and laissez faire leadership.

Authoritative paternalistic leadership is the catalyst for minimum strategies. When the catalyst is missing it works as an inhibitor of minimum strategies driving towards failure or inaction.

To learn more on the DNA of Leadership, participate on the next tweetinar that will take place on September, 27 at 2:00 pm New York time and will be led by Diana Belohlavek.
Participate: http://twitter.com/tweetinar_en

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution, including the development of ontology based and business object driven solutions for businesses.

The way your muscles are contracted at the time of making an effort, using predominantly slow or fast fiber muscles, defines your predisposition to long-distance races (endurance) or short-distance races (speed). Even though everybody has both types of muscle fibers, recognizing the natural talent that is predominant is the key to seize that talent.
Which types of fibers do you predominantly use: slow twitch or fast twitch fibers?

Slow or Fast twitch fibers?

This distinction seems to influence how muscles respond to training and physical activity. Each fiber type is unique in its ability to contract in a certain way. A marathon runner uses predominantly slow switch fibers, while a 100-meter sprinter puts his fast twitch fibers to test in his competition.

Slow twitch fibers are more efficient at using oxygen to generate more fuel for continuous, extended muscle contraction over a long period of time. They fire more slowly than fast twitch fibers and can go for a long time before they fatigue.

Fast twitch fibers, on the other hand, are much better at generating short bursts of strength or speed than slow twitch fibers. But they fatigue more quickly. They generally produce the same amount of force per contraction as slow muscles, but they are able to fire more rapidly. That’s why having more fast twitch fibers can be an asset to a sprinter since he needs to quickly generate a lot of force.

Maximal and Minimum Strategies: Power and Endurance

Those who use predominantly fast muscle fibers in an activity tend to be good at managing maximal strategies. They are fast at reacting to the environment and therefore generally good at seizing opportunities. Through their explosive reactions they seek to break new “records” or establish new breakthroughs.

When they do not succeed in complementing with structural actions that guarantee their minimal strategy, then the results of their efforts are merely incidental.
Under equilibrium conditions, they take threats as opportunities.

On the other hand, those that predominantly use slow muscle fibers tend to be good at managing minimum strategies, since they have a high level of endurance (resistance to fatigue) that makes them tolerate prolonged efforts.

When they are constant, they are “doers” whose deeds work with the precision of a “swiss watch”. They are predictable and use the less energy they can to achieve their objectives. They are good for building projects whose aim is to last over time.

When they are not complemented or do not seek to cross new barriers, their good management of the minimum strategy is turned against them and takes them to be stagnated.

Taking advantage of what one has is the first step for developing a competitive advantage. Knowing the natural predisposition for a discipline is, in business and in sports, crucial at the time of assessing results. It becomes evident that those that profit from what they have are the ones that can reach a higher goal. Then we come back to the beginning: “The more I train, the luckier I get.”

We invite you to be our guest at the Unicist Library to learn about “Unicist Business Architecture”: http://www.unicist.com

Diana Belohlavek
VP Global Markets
& Market Labs

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution, including the development of ontology based and business object driven solutions for businesses.

Knowledge can only be acquired when individuals have made a conscious decision to learn something. Knowledge only exists when it is stored in the long term memory which requires being meaningful and useful.

While adapting to reality implies a high level of energy consumption, building parallel realities provides a feeling of comfort, making the individual feel in power of the situation in the short run.

The unified field needs to be approached following the natural steps to apprehend a specific reality and the possibilities the individual has.

We invite you to be our guest at the Unicist Library to learn about “Hyperrealism in Business”: http://www.unicist.com

Diana Belohlavek
VP Global Markets
& Market Labs

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution, including the development of ontology based and business object driven solutions for businesses.