Unicist Approach en

Peter Belohlavek
The Unicist Approach

to Businesses

Peter Belohlavek
The unicist approach to businesses. - 1
st
ed. - Blue Eagle Group, 2012.
E-Book.

ISBN 978-987-651-066-0

1. Business. 2. Strategy. 3. Unicist Ontology.
CDD 650

Contents
Honoring Bricks...................................................................................... 9

Prologue................................................................................................ 12
Diagnoses, Strategies and Architectures .............................................. 12
Using the Unicist Approach.................................................................. 13
The Unicist Approach to Businesses is Based on Reliability.............. 14
Critical Mass.......................................................................................... 14
Making Things Possible........................................................................ 14
Plan A.................................................................................................... 15
Plan B.................................................................................................... 15
Plan C.................................................................................................... 15
Plan D.................................................................................................... 15
Personal-Role Objects........................................................................... 15

Book 1
The Design using the Unicist Approach:
Diagnostics, Strategy and Architecture............................................. 17

Unicist Diagnostics .............................................................................. 18
The Nature of Diagnoses ...................................................................... 19
The Secure Diagnosis............................................................................ 20
The Unicist Diagnostics Standard ........................................................ 20
The Ontogenetic Map of Unicist Diagnostics...................................... 21
Segmentation of Diagnoses .................................................................. 23
Descriptive Diagnoses........................................................................... 24
Static Diagnoses.................................................................................... 24
Causal Diagnoses .................................................................................. 24
Conceptual Diagnoses........................................................................... 24
Conclusion............................................................................................. 24

Unicist Object Driven Strategy ......................................................... 25
The Unicist Ontology of Universal Strategy........................................ 26

Strategies vs. Strategists........................................................................ 27
Universal Strategy Building.................................................................. 28
Scenario Building.................................................................................. 30
About the Universal Strategy Building Process................................... 31
Specific Strategy Building.................................................................... 32
The Ontogenetic Map of a Specific Strategy Building Process .......... 34
Segmentation of Strategies ................................................................... 36
1) Surviving Strategies.......................................................................... 36
2) Defensive Strategies ......................................................................... 37
3) Dominant Strategies.......................................................................... 37
4) Influential Strategies......................................................................... 37
Believing to see or seeing to believe?................................................... 38
Maximal Strategies require believing to see..................................... 39
Minimum Strategies require seeing to believe ................................. 40
Synthesis................................................................................................ 41

Unicist Object Driven Architecture.................................................. 42
About Architecture................................................................................ 43
Universal Architecture.......................................................................... 43
About Architects ................................................................................... 44
The Unicist Ontology of Art................................................................. 47
Synthesis................................................................................................ 48
The Analogy between Functional Architecture, IT Architecture and
Business Architecture ........................................................................... 48
1) About the Functional Architecture................................................... 49
Synthesis................................................................................................ 50
2) About Functional IT Architecture.................................................... 50
Synthesis................................................................................................ 51
3) About Unicist Business Architecture............................................... 52
Synthesis................................................................................................ 53
Unicist Object Driven Business Architecture ...................................... 55
About Unicist Business Architects....................................................... 58
Synthesis................................................................................................ 58

Book 2
The Implementation using the Unicist Approach:
Unicist Object Driven Organization................................................. 60
Unicist Object Driven Strategy............................................................. 61
Introduction........................................................................................... 62
The Unicist Object Driven Organization.............................................. 63
Some considerations on objects............................................................ 63
Object Driven Organizations ................................................................ 65
1) Function driven................................................................................. 66
2) Objective driven................................................................................ 67
3) Consensus driven.............................................................................. 67
4) Market driven.................................................................................... 68
The taxonomy of the unicist object driven organization in action ...... 68
The Anticoncept of the Unicist Object Driven Organization............. 70
Goodwill dependant .............................................................................. 70
Directive dependant .............................................................................. 71
Leadership dependant ........................................................................... 71
Benchmarks dependant ......................................................................... 71
Unicist Object driven Organization: a mature organizational model .. 71
Conclusions ........................................................................................... 72

About Business Objects....................................................................... 74
Ontology of the Concept Object ........................................................ 74
Objective................................................................................................ 74
The Concept Object........................................................................... 75
Concept.................................................................................................. 76
Added Value.......................................................................................... 76
Quality Assurance................................................................................. 77
Unicist Ontology for Business Object Building................................... 78
The Unicist Object Driven Organization.............................................. 78
Some Considerations on Objects.......................................................... 78
The Functionality of Objects ................................................................ 81
Critical Mass.......................................................................................... 82
The Unicist Critical Mass Method........................................................ 84

Annex I: Ontogenetic Maps.............................................................. 86
Introduction........................................................................................... 87
About Human Adaptive Systems ......................................................... 89
Business Architecture using the Ontogenetic Maps of Institutions..... 90
Ontogenetic Maps of Institutions.......................................................... 91
Essential Analogy between DNA and Ontogenetic Maps................... 92
Ontogenetic Maps are Timeless and Cross-cultural ........................... 93
Unicist Ontogenetic Maps for Businesses: The DNA of Institutions.. 93
What are Unicist Ontogenetic Maps in Business for?........................... 93
Generic Ontogenetic Map..................................................................... 94
What are Ontogenetic Maps?................................................................ 94
Why Timeless?...................................................................................... 95
Why Cross-cultural? ............................................................................. 96
How does human double dialectical behavior work? .......................... 97
Brief History of Modern Dialectics...................................................... 99
Hegels and Marxs Dialectics............................................................ 100

Annex II: Basic Foundations ........................................................... 101
Homology between the unicist ontological structure, the atomic
structure and biology........................................................................... 102

Glossary - Main Signifiers and Signifieds of the Unicist Standard
Language (USL).................................................................................. 108

About the Author................................................................................. 117

8

The Unicist Approach to Businesses

Nature is organized by objects. The discovery of the Ontology of
Evolution (see Basic Foundations page 101) allowed managing
businesses as adaptive systems and emulating nature to develop
strategies that allow influencing their evolution and using business
objects to empower the social critical mass of actions.

Adapting
Object Driven
Maximal Strategy
Object Driven
Minimum Strategy
Unicist
Strategy
Purpose
Active
Function
Energy Conservation
Function
Unicist
Thinking
Purpose
Action
Principle
Energy Conservation
Principle
Evolution
Integration
What for
Purpose
How
Active Function
What
Energy Conservation
Function
Unicist Object
Driven Strategy
Design
Copyright The Unicist Research Institute

The Unicist Approach to Businesses deals with the design of strate-
gies to influence the environment, develop the necessary business
architecture and build the business objects that are needed to have the
critical mass to achieve the goals that are possible.
As businesses are managed as adaptive systems, the only confirma-
tions of the validity of the business strategies are the results obtained.


9

Enigma for doers (1)

Honoring Bricks
Somewhere in Central Europe in the XVI Century there was an arti-
san who became famous in his region because of the bricks he built.
When visitors asked him what he was doing, he always responded
with the same word: bricks.
The bricks he built had different shapes and were made with different
materials. Among others there were flat, hollow, concave, convex
and triangular bricks. When somebody asked why he built them in
different shapes, he just looked up and smiled. Just a whisper could
be heard back: rigidity and flexibility.
Astonishingly, on the place he worked there were only the bricks he
had prepared during that day.
Day after day, the same work. Every morning there was no stock left.
It seemed as if the bricks had disappeared over night.
He had a secret young admirer who spent hours trying to learn from
him. When the young apprentice asked: why?, the answer was al-
ways the same: rigidity and flexibility.
Although he became old he was still enthusiastic building bricks.
But suddenly he disappeared. As he was an icon in the region, people
began to look for him until they abandoned the effort, considering
that he had probable passed away.
Years later, his young admirer had become a famous architect known
because of the solidity of his constructions.
Peter Belohlavek

10
What is your secret? was the question everyone posed to the architect.
The bricks, was his answer, and people inevitable laughed.
He always smiled back as an answer and continued his way.
One day there was a terrible earthquake in the region. All the con-
structions but the buildings of the architect were damaged.
When the reconstruction began people said that they needed to learn
from this architect to rebuild secure houses.
I agree, said one of the leaders in a group of neighbors, but it is said
that there is a small town, across the Black River that suffered no
damages at all, he emphasized.
Following the rumor, they decided to visit that town. A group of
neighbors, including the architect, began to walk trying to find the
town crossing the Black River. But in those days the Black River was
considered a sacred place. Although the river was not deep, no one
dared to cross it because it was said that the one who tried to cross it
walking, would die in the attempt.
They had to find a natural bridge to cross the river. After several
hours of walking, they found a bridge but it was not a natural one, it
was hand made. It was a very narrow bridge but a very solid and
flexible one. So they carefully began to cross it. The journey contin-
ued. Very soon they found a pathway and followed it. It drove them
to the small nice town that was totally undamaged.
As soon as they approached the first buildings someone said that they
were using the bricks developed by the architect.
They are not mine! responded the architect while he began to scratch
his head.

11
This cannot be happening was the only thought he had in his mind.
The visitors were welcomed as soon as they approached the church.
Why did you have no damages produced by the earthquake? was the
immediate question.
A neighbor of the town pointed his finger to a small house: Go there!
he said.
And there they went.
As soon as the door was opened a very old man appeared.
Master!!! said the architectHow come?
Rigidity and flexibility was his only answer And they embraced in
a hug.
Peter Belohlavek
Question: what is a brick?
(1) Enigmas have many solutions. In the Far East, enigmas are used
to develop internal freedom and responsibility.
12
Prologue
The unicist approach to businesses begins with a diagnosis, trans-
forms this diagnosis into a strategic solution and develops the neces-
sary architecture to define the operational solution.

The operational solution is based on the use of the unicist object
driven organization in order to include business objects into the busi-
ness processes to make them safer, faster and save energy.

This approach starts with the fundamental and technical analytical
diagnoses of the unified field of a business defined by its ontogenetic
maps, and ends with the object driven work processes to be imple-
mented.

The ontogenetic maps define the DNA of businesses that allows
having a GPS to diagnose and manage them.
Diagnoses, Strategies and Architectures
Business architecture can only exist if it is the final operational solu-
tion of a business modeling process. Business modeling processes, at
an operational level, need to integrate the diagnosis, strategy and
architecture of a business.
Designing a business model requires being aware of the business
itself, its restricted context (the market) and the wide context (the
environment). Business architecture allows transforming the idea of
the concept of a business into business processes. This implies the
integration of diagnoses, strategies and architecture.
That is why the building of the business architecture demands a huge
effort in order to have a reliable strategy based on an accurate diag-
nosis to build effective business processes that only require opera-
tional skills to be managed.

13
The ontogenetic map of the process implies starting with a hypothetical
business architecture and ending with an operational business model.
The unicist approach to the open boundaries of businesses implies that
the diagnosticians, strategists and architects cannot be observers but
are part of the unified field of a business. It requires an assimilation
process that allows emulating the models that generate the solution.
Using the Unicist Approach
The use of the unicist approach is based on the integration of techni-
cal analytical and fundamental knowledge to deal with adaptive
(complex) systems, to diagnose them, build their strategies and de-
sign their functional architecture to produce results.
As businesses are adaptive systems, and as such have open bounda-
ries that allow no observers from the outside, they need to be meas-
ured from the inside.
The internal measurement needs to be based on the unicist ontologi-
cal algorithms that are implicit in their ontogenetic maps.
The unicist approach is fully action and results driven. This is a con-
scious approach that requires having the technical knowledge to
manage the operational and systemic aspects and the knowledge of
the ontogenetic maps to manage the nature of the complex problems.
The process begins with actions and ends with actions.
This implies that individuals approach business processes intuitively
and, if the goals are achieved and the strategy is fulfilled, they celebrate.
If results are not being achieved or a business needs to expand its
boundaries then it is necessary to use the unicist approach to diagnose it,
build a new strategy and design an architecture to implement it.
Peter Belohlavek

14
is Based on Reliability
The Unicist Approach to Businesses if focused on work measured in
terms of results.
Every growth process has its adaptive and systemic aspects. Growth is
an adaptive process where the influence of the environment needs to be
considered because the voluntary actions do not suffice to make it work.
Typical examples of the implementation of adaptive projects are: com-
mercial growth, growth strategies and organizational improvement.
Adaptive project management requires dealing with the ontology of a
process that establishes the taxonomy and the algorithm to deal with
such process.
Critical Mass
The building of critical masses in businesses is basic to deal with their
adaptive aspects. If the business objects included in a business process
do not have the necessary critical mass, the adaptive system enters a
chaotic vicious circle.
A Unicist Critical Mass is the smallest amount of force that is needed
to generate the integration of the elements of the unified field of a
human complex adaptive system to produce results.
Making Things Possible
The unicist approach is based on the definition of what is possible to
be achieved based on the knowledge of its nature and the systemic
knowledge to define its quantitative characteristics to make it happen.
The unicist approach uses plans A, B, C and D to make things happen.

15
Plan A
The use of plan A is based on the knowledge of the ontogenetic map
of what has to be achieved and the use of the operational actions to
achieve it. Plan A is a participative approach based on the coopera-
tion of the participants of a process.
Plan B
The use of plan B, in case of failure of plan A, is based on the
knowledge of the ontogenetic map of the solution, the use of the nec-
essary entropy inhibitors and the use of the operational actions to
achieve the results. Plan B is less participative than plan A.
Plan C
The use of plan C, in case of failure of plan B, is based on the
knowledge of the ontogenetic map of the solution, the use of the nec-
essary entropy inhibitors, the use of a process catalyst and the use of
the operational actions to achieve the results. Plan C is less participa-
tive than plan B.
Plan D
Plan D is the plan to abort the process in case of failure of plans A, B
and C. It includes the opening of a new plan A in a homologous
field. This new plan is an end station. The process is aborted if it
doesnt work and a learning process has to begin to learn where the
fallacy of defining the process was.
Personal-Role Objects
The unicist approach is based on managing personal roles as objects to
ensure the generation of results.
Peter Belohlavek

16
It is based on the delegation of tasks and the reversion of the responsi-
bility involved. The Unicist Standard defines that when individuals can-
not assume the responsibility for their activity, the one who substitutes
their function is their leader.
This implies that while tasks are forwarded, responsibilities are shared.
And in this sharing both the individual who has to develop an activity
and the one who delegated the task are involved, assuming each part
100% the responsibility of achieving the result.
The intuitive approach
Intuition integrates both the use of genetic intelligence and the experi-
ences stored in the long term memory of an individual. The use of intui-
tion is the first approach to any new technology in order to apprehend its
true meaning and functionality.
For the intuitive approach this book provides the two basic components
needed to deal with businesses:
1) Book 1: The design
2) Book 2: The implementation
Both aspects are presented in an extremely synthetic way in order to
allow apprehending their nature using an intuitive approach. For this
purpose, this book is complementary to the book of There are no
Strategies, just Strategists that describes the natural laws.
After you made an intuitive unicist approach, you will be able to take
advantage of the unicist books you have and of the Unicist Library.

17

Book 1
The Design
using the Unicist Approach:
Diagnostics, Strategy and Architecture

18

Unicist Diagnostics
The purpose of unicist diagnostics is to find solutions in the field of
adaptive systems. Therefore the development of diagnoses, including
the implementation of the solutions, is the core activity to develop
consciousness that can be done after the previous activities have pre-
pared the context. It demands a very strong will and inner time to de-
velop diagnoses knowing that they probably will have to be redone in
order to build true solutions. Diagnosing and learning from the imple-
mentation of solutions is the driver to expand personal maturity.

19
The Nature of Diagnoses
Etymologically, diagnosis means discerning, distinguishing. The eve-
ryday use of the word also implies seeking for the causes of a problem.
From a conceptual point of view, diagnoses are made to forecast and
to exert influence on a reality. The level of the groundings upon
which diagnoses are based defines its level of accuracy.
Diagnoses necessarily include intuitive aspects when approaching
new situations. The difference between diagnoses does not lie in the
intuitive approach, but in the processing of the information that
intuition offers.
We have identified five levels of diagnoses:
1) Intuitive-analogical
2) Descriptive
3) Static
4) Causal
5) Functional
Types of Diagnosis
and the Use of Personal Energy
Descriptive Diagnosis
Static Diagnosis
Causal Diagnosis
Functional Diagnosis
Energy used
Copyright Peter Belohlavek/ The Unicist Research Institute
Intuitive-Analogical Diagnosis

Peter Belohlavek

20
The Secure Diagnosis
A diagnosis is secure when it includes all levels of analysis. Secure
knowledge has been achieved when this condition has been fulfilled.
Secure knowledge requires a high investment of energy. Therefore
people often prefer to use reliable but not secure diagnoses, and con-
trol the evolution of a given reality in order to validate the accuracy
of such diagnoses.
The Unicist Diagnostics Standard
The unicist diagnostics technology was developed to provide a stan-
dard for the diagnosis of adaptive systems whatever the field of ac-
tivity. It has been a methodology used in the Unicist R&D processes
for years until it was approved as a standard.
The purpose of the diagnosis is to find a solution. That is why only
those who know how to solve a problem can diagnose it.

Unicist Ontogenetic Map of Unicist Diagnostics
The Unicist Ontology in Unicist Standard Language
Evolution
Involution
Solution
Purpose (*)
Fundamental Diagnosis
Maximal Strategy
Active function
Technical-Analytical Diagnosis
Minimum Strategy
Energy conservation function
Unicist
Diagnostics
(*) Unicist Thinking allows
emulating nature and
makes the integration of
the two dualistic
approaches possible.
3
2
1
0 0
-1
The numbers 0 1 2 3 represent
the steps of Ontogenetic Evolution.
The numbers 0 to -1 represent the
steps of Ontogenetic Involution.


21
Autopsies are not homologous to unicist diagnoses. A dead body is not
considered an adaptive system and no solution can be found for it.
Unicist Diagnostics is based on fundamental diagnoses that deal with
the unified field of the adaptive system and technical analytical diag-
noses that deal with the signs and symptoms based diagnoses.
The Ontogenetic Map of Unicist Diagnostics
The purpose of the diagnosis is to improve the functionality of an adap-
tive system. To be able to achieve this purpose it is necessary to know
the cure of the problem that hinders the improvement, and which are
the palliatives that need to be used to make the cure possible.
The development of the maximal strategy to develop a solution re-
quires having apprehended the unified field of the adaptive system.
This knowledge allows deciding if the expansion of the unified field
is possible.
If the expansion is hypothetically possible, the diagnosis based on the
ontogenetic maps of the adaptive system allows learning how to do it
and the falsification of the sign based diagnosis, as a destructive test,
is used to confirm the possibility.
The minimum strategy is based on a symptomatic diagnosis which is
based on the knowledge of the specific functionality of the signs that
are measured during the process.
Making a signs based diagnosis is the way to implement the mini-
mum strategy of a diagnosis. This provides the learning process for
the symptomatic diagnosis.
The confirmation process is based on the validation of the sign based
diagnosis by the comparison with the standards and the ontogenetic maps.
Peter Belohlavek

22
The process to develop a unicist diagnosis is the following:
SOLUTION
FUNDAMENTAL
DIAGNOSIS
TECHNICAL-ANALYTICAL
DIAGNOSIS
IMPROVE
FUNCTIONALITY
CURE
PALLIATIVES
SOLUTION
UNIFIED FIELD
DIAGNOSIS
ONTOGENETIC MAPS
DIAGNOSIS (LEARN)
FALSIFICATION OF SIGN
DIAGNOSIS (CONFIRM)
FUNDAMENTAL
DIAGNOSIS
SYMPTOMATIC
DIAGNOSIS
SIGN BASED
DIAGNOSIS (LEARN)
TECHNICAL-ANALYTICAL
DIAGNOSIS
VALIDATION OF SIGN
DIAGNOSIS (CONFIRM)
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
EVOLUTION
INVOLUTION
The Unicist Ontogenetic
Map of Unicist
Diagnostics
The Unicist Ontological Algorithm
in Unicist Standard Language
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
UNICIST
DIAGNOSTICS
C
B
A

1) Define the hypothetical solution that has to be achieved.
A) Describe the cure to be used to make the hypothetical so-
lution happen.
B) Describe the palliatives that will be used to develop the
hypothetical solution and the cure.
C) Define the functionality improvement that has to be achieved.
2) Describe the actual unified field.
3) Define the fundamental diagnosis using ontogenetic maps.
4) Define and implement the destructive tests for the fundamen-
tal diagnosis.
5) Define the expansion of the unified field that can be achieved.
6) Define the symptomatic diagnosis that needs to be developed.
7) Define and develop the sign based diagnosis within the limits
of the symptomatic diagnosis.
8) Validate the sign based diagnosis using preexisting standards.

23
9) Define the symptomatic diagnosis confirming the compatibil-
ity with the fundamental diagnosis.
10) Develop the necessary destructive and non destructive pilot tests.
Segmentation of Diagnoses
There is the need of segmenting the diagnosing processes in order to
make them more accessible for the different levels of diagnosticians.
Symptomatic diagnoses demand a lower level of knowledge and aware-
ness than the diagnoses of the unified field of an adaptive system.

The segments are:

1) Descriptive Diagnoses
2) Static Diagnoses
3) Causal Diagnoses
4) Conceptual Diagnoses

UNIFIED FIELD
DIAGNOSIS
EXPANSION
SECURITY FREEDOM
SYMPTOMATIC
DIAGNOSIS
CONTRACTION
CONFIRM LEARN
ONTOGENETIC MAPS
DIAGNOSIS
VALIDATION OF
SIGN DIAGNOSIS
FALSIFICATION OF
SIGN DIAGNOSIS
SIGNS (FACTS) BASED
DIAGNOSIS
CAUSAL
DIAGNOSIS
STATIC
DIAGNOSIS
CONCEPTUAL
DIAGNOSIS
DESCRIPTIVE
DIAGNOSIS
Unicist Ontogenetic Map of Unicist Diagnostics
INTEGRATION
Maximal Strategy
Minimum Strategy
Catalyst / Inhibitor of
the Minimum Strategy
Entropy Inhibitor

Peter Belohlavek

24
Descriptive Diagnoses
They are based on a detailed description of the signs (facts) of the
adaptive system within the limits of the symptoms defined by the
responsible diagnostician or client.
Static Diagnoses
They are based on the development of a diagnosis comparing the signs
with the categories of a standard or an ontogenetic map within the limits
of the symptoms defined by the responsible diagnostician or client.
Causal Diagnoses
They are systemic diagnoses of the unified field of an adaptive sys-
tem, in which a systemic compromise is made to deal with the func-
tions of an adaptive system as variables. The limit of the diagnosis is
the actual unified field of the adaptive system.
Conceptual Diagnoses
They are the diagnoses of the actual adaptive system and its possi-
bilities for expanding, based on the ontogenetic maps that define its
functionality. The limit of these diagnoses is the actual unified field
and the possible expansion of the adaptive system.
Conclusion
The three essential functions to manage human adaptive systems are:
diagnostics, strategy, and architecture building. These three elements
have something in common. They require full awareness of the adap-
tive system and its environment.

25

Unicist Object Driven Strategy

26
The Unicist Ontology of Universal Strategy
Universal strategy is defined as the conscious action to influence an
environment to achieve an objective. This objective implies growth.
The procedure to develop a strategy is defined by its ontogenetic
map.

There is a universal taxonomy for strategy building, but each applica-
tion field requires its specific taxonomy considering its ontogenesis.

Therefore strategy implies being aware of the actual reality, under-
standing the implicit trends and knowing the threats and opportunities.

Conscious actions imply necessarily a trade-off. Individuals and insti-
tutions grow because they appropriate more energy than they deliver.

Therefore strategies are only successful in the long run when the
procedure of strategies includes a solution to minimize the cost of
the delivered value.

Strategies always include the following agents: the individual or
organization, a competitor and a client. Competitors are those
who are willing to occupy the same vital space. Clients are those
who receive the added value one delivers. The client can be the
whole environment as an entity or an individual.

Strategies include naturally two elements to adapt to reality: an ac-
tive function to increase the vital space while adding value and an
energy-conservation function to ensure the survival of the organiza-
tion or individual.

Thus from an operational standpoint a strategy is basically defined
by the integration of a maximal strategy and a minimum strategy to
adapt to the environment.

27
Unicist Ontogenetic Map of Strategy
Unicist Ontology in Unicist Standard Language
Evolution
Involution
Adapt to the
Environment
Purpose (*)
Maximal Strategy
Active function
Minimum Strategy
Strategy (*) Unicist Thinking allows
the two dualistic
3
2
1
0 0
-1

Adaptation does not imply over-adaptation. Adaptation implies in-
fluencing the environment while being influenced by it.
Strategies vs. Strategists
There are no strategies but strategists, because strategies begin to
exist in the mind of the strategist.
Therefore strategies are conscious processes that need to integrate
what we have called value adding approaches to expand the bounda-
ries of a business and the minimum strategies to survive.
Maximal strategies are value adding approaches and minimum stra-
tegies are zero sum approaches.
Value adding strategies require a high level of consciousness be-
cause they require an architectural approach that is based on envi-
sioning the solution before beginning with the strategy building
process.
Peter Belohlavek

28
Unicist Ontogenetic Map of Strategies
Evolution
Involution
Adapting
to Grow
Purpose (*)
Value Adding Strategy
Maximal Strategy
Active function
Zero Sum Strategy
Minimum Strategy
Strategy
the two dualistic
3
2
1
0 0
-1

Approaching a unified field demands a backward thinking process
that ends emulating reality using the ontogenetic maps and their
double dialectical approach.
Minimum strategies are zero sum strategies and sustain the
maximal strategy. Minimum strategies require a win-win approach
and paying prices to survive which is implicitly a zero sum atti-
tude. They are based on the fulfillment of methodical procedures
and forward chaining thinking that only demand the knowledge of
the different tasks of the process.
Within the building of the minimum strategy the unified field is
limited to each task that can be divided into sub-tasks if they cannot
be managed as a unit.
Universal Strategy Building
To build a universal strategy it is necessary to define the wide con-
text and the restricted context where the activity will be developed.

29
It has to be considered that a strategy is effective if it is materialized
in a structural approach that we call architecture, which allows
transforming such strategy into concrete operational actions.

Global Gravitational Forces
Archetypes
Long Term Scenario
Short Term Scenario
State Action
Archetypes
Gravitational
Forces
Long Term
Short Term
State Action
Integration and Structure of the Unified Field and Gravitational Forces
for a Country Scenario Building
Operative Concepts Functional Concepts
SCENARIO
Copyright Peter Belohlavek/ The Unicist Research Institute

Therefore, the unified field can be defined as the integration of the
wide context, the restricted context, the specific strategy, the neces-
sary architecture and the operation to transform plans into value.

Unicist Ontogenetic Map of Universal Strategy Building
Evolution
Involution
Expansion
(Wide Context)
Purpose (*)
Vital Space Building
(Restricted Context)
Maximal Strategy
Active function
Specific Strategy Building
Minimum Strategy
Universal Strategy
Building
the two dualistic
3
2
1
0 0
-1

Peter Belohlavek

30
Scenario Building
The wide context needs to be defined building the corresponding
scenario to find which gravitational forces allow an actual expan-
sion of the business.
This implies defining the scenario of the region, country or culture
that establishes the rules that regulate the environment.
The restricted context is the environment of an activity. It defines
the rules that regulate the specific activity that needs to be devel-
oped. It is necessary then to build the scenario of the environment
defining the aspects that can be influenced and the aspects that need
to be accepted as limits of the activity.
This scenario is built in order to define how it is possible to gain
vital space in the environment. It requires developing activities that
generate new vital space due to the influence generated by the de-
velopment of a new action.
The sharing of vital space is what allows accelerating the strategy
implementation process. It works as a catalyst that minimizes the
resistance to the actions that will be developed in the environment.
The implicit purpose that is present in the ontogenetic map of a uni-
versal strategy is expansion. The purpose of strategies, in the long
run, is to expand in an environment.
When the purpose is to survive we are not talking about a universal
strategy, we are talking about a specific need of an individual or
organization that is threatened by the environment.
In order to expand an individual needs to build a wider vital space.
This building requires a conscious plan. That is what we call strat-
egy in the wide sense.

31
About the Universal Strategy Building Process
A strategy is a conscious plan to sustain expansion and guide the
building of a wider vital space.
The capacity to share the vital space is the natural catalyst of an
expansive strategy and the need to grow is the driver.
In this case growth is put into action by the influencing capacity of
an individual or organization within the limits established by a cul-
ture to which the individual needs to respond (over-adaptation).

EXPANSION
(WIDE CONTEXT)
VITAL SPACE BUILDING
(RESTRICTED CONTEXT)
SPECIFIC STRATEGY
BUILDING
GROWTH
INFLUENCING
OVERADAPTING
EXPANSION
GAINING
VITAL SPACE
GENERATING
VITAL SPACE
SHARING
VITAL SPACE
VITAL SPACE
BUILDING
ADAPTING
MAXIMAL
STRATEGY
SPECIFIC STRATEGY
BUILDING
MINIMUM
STRATEGY
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
EVOLUTION
INVOLUTION
Map of Universal
Strategy Building
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
UNIVERSAL STRATEGY
BUILDING
C
B
A

The steps to develop a universal strategy are:

1) Define the limits of the wide context to build the scenario.
A) Define the power of influence you have on the wide context.
Peter Belohlavek

32
B) Define the external influences you will need to deal with.
C) Define the trends of growth you will take advantage from.
2) Define the limits of the restricted context to build a scenario
to gain vital space.
3) Define the vital space you can generate in the restricted context.
4) Define the aspects of the vital space you will share and with
whom.
5) Define the vital space you will be able to gain.
6) Define the specific activity you will be dealing with.
7) Define the maximal strategy to expand the boundaries of the
activity.
8) Define the minimum strategy to sustain the goals to be achi-
eved.
9) Define the goals you will be achieving in the field of the
specific activity.
10) Develop the necessary destructive and non-destructive tests
to confirm the strategy.
Specific Strategy Building
Specific strategies are based on the input provided by the wide con-
text scenarios and the restricted context scenarios.
These scenarios have to provide the information of the gravitational
forces that influence the specific activity, the possibilities for devel-
oping them, the catalyst that may exist and the inhibitors that need
to be avoided or accepted as limits for the strategy building.
An organization or individual is equilibrated when maximal strate-
gies are being developed while minimum strategies are built to en-
sure the survival.
Maximal strategies are designed to expand the boundaries of an in-
dividual or organization, while minimum strategies happen within
the boundaries of an organization.

33
That is why maximal strategies require dealing with uncertainty and
risks and only a conscious knowledge of the unified field that inte-
grates the wide context, the restricted context, the specific strategy
and the architecture of the solution allows managing it.

Unicist Ontogenetic Map of Specific Strategy Building
Evolution
Involution
Adapting
Purpose (*)
Value Adding Strategies
Backward-chaining Thinking
Maximal Strategy
Active function
Zero Sum Strategies
Forward-chaining Thinking
Minimum Strategy
Specific Strategy
Building
the two dualistic
3
2
1
0 0
-1

To deal with maximal strategies it is necessary to have a high level
of consciousness that allows dealing with backward-chaining think-
ing that allows envisioning the solution.
Backward-chaining thinking implies approaching a strategy with a
hypothetical solution and beginning a falsification and validation
process that allows building a final solution.
Minimum strategies are those that happen within the known
boundaries of an individuals or organizations activity working in a
context of certainty.
Therefore, in these types of strategies, only a medium level of con-
sciousness is required. Minimum strategies are based on forward-
Peter Belohlavek

34
chaining thinking that allows working step by step based on the
known methods of a known field.
The Ontogenetic Map of a Specific Strategy
Building Process
When an individual or organization has only minimum strategies, it
tends to disappear. Minimum strategies are necessary either to en-
sure growth once the maximal strategy has been achieved, or for
marginal survival.
The influence an individual or organization has on the environment
functions as a catalyst for the development of a minimum strategy.
The lack of influence acts as an inhibitor and endangers survival.
Growth as a trend of the environment and as a need of the individual
or organization is the driver of the minimum strategy.
Minimum strategies are driven by the need to grow and are catalyzed by
the influence the organization or the individual has in the environment.
When there is neither a driver nor a catalyst, the minimum strategies
become desperate survival efforts to permit an organization or indi-
vidual to be alive the next day.
In that case there are no strategies, but there are just intuitive and
common sense driven actions to ensure survival.
The steps to be followed to build a specific strategy are the following:
1) Define the goals to be achieved based on the information of
the wide context and restricted context scenarios.
A) Define the nature of the individual or organization in or-
der to be respected.
B) Define the trade-off the individual or organization has to
do in order to achieve growth.
C) Define the growth that has to be achieved.

35
2) Define the hypothesis of the value proposition to be posed to
develop the maximal strategies.
3) Define what has to be won beyond the boundaries of the pre-
sent activity.
4) Define the influence that is necessary and is available to de-
velop the maximal strategy.
5) Confirm the value proposition to be posed to expand the
boundaries.
6) Define the survival conditions for the individual or organization.
7) Define the win-win approach to be done to put the minimum
strategy into action.
8) Define the prices to be paid in order to sustain survival.
9) Confirm the conditions of survival of the individual or or-
ganization
10) Develop the necessary destructive and non-destructive tests.

CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
EVOLUTION
INVOLUTION
Map of Specific Strategy
Building
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
C
B
A
ADAPTING
MAXIMAL STRATEGY
(Value Adding)
MINIMUM STRATEGY
(Zero Sum)
GROWTH
LIVING
TRADE-OFF
VALUE
ADDING
WINNING
INFLUENCE WIN WIN
PAYING
PRICES
SURVIVAL
ADAPTING
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
MINIMUM
STRATEGY
SPECIFIC STRATEGY
BUILDING
MAXIMAL
STRATEGY

Peter Belohlavek

36
Segmentation of Strategies
The four structural operational segments of strategies will be de-
fined considering them as static. Each one of them develops a dif-
ferent type of strategy:

1) Surviving Strategies
2) Defensive Strategies
3) Dominant Strategies
4) Influential Strategies

These segments can be described in unicist standard language as
follows:

ADDING
VALUE
SURVIVE
POWER EARN
BY WINNING
TO PAY
PRICES
TO
INFLUENCE
BY WIN-WIN
DOMINANT
DEFENSIVE
INFLUENTIAL
SURVIVING
Unicist Ontogenetic Map of Strategy Building
Unicist Ontology in Unicist Standard Language
INTEGRATION
Maximal Strategy
Minimum Strategy
EXPANSION
SECURITY FREEDOM
CONTRACTION
Entropy Inhibitor

1) Surviving Strategies
These are the strategies that aim to survive within the boundaries of
an activity. They are based on a win-win approach that has to be
managed as a zero sum strategy in order to avoid appropriating value

37
from the environment. These strategies are natural for marginal ac-
tivities developed by people who work at the border of their envi-
ronment. The price they pay is that surviving activities have no
critical mass that sustains them. Therefore they need to be continu-
ously active in order to ensure survival. They need to work 24/7.
2) Defensive Strategies
They aim to defend the boundaries of their activity against true thre-
ats. They are based on establishing the necessary operational and
control systems to defend the borders of their activity. They are
power driven because they need to exert power in order to defend
their activity. They are focused on paying the necessary prices to
sustain their business. The prices they pay sustain their survival and
at the same time hinder their expansion. They work necessarily with
strict zero-sum low cost, self-sufficient activities because they can-
not trust others to defend their business.
3) Dominant Strategies
Dominant strategies are based on the influence the individual or the
organization has in an environment. They are focused on developing
the necessary value propositions that can be sustained with their in-
fluence. They tend to impose functional monopolies that allow them
to establish the standard for their activities in the environment. They
need to invest a high level of energy in developing their influence
through image building and the exclusion of the individual or organ-
izational competitors that do not accept their standards. They work
with value adding strategies in order to legitimate their dominance.
4) Influential Strategies
They are based on exerting influence by improving the value propo-
sition of their competitors. They are based on having the necessary
Peter Belohlavek

38
speed to be faster than the competitors which allows them win-
ning in their environment. Their value propositions are innovative
and they are successful when they have the necessary critical mass
to influence the environment. They are innovation driven in order to
exert the influence of a higher value proposal. They naturally build
alliances in order to obtain the necessary influence for their value
propositions.
Believing to see or seeing to believe?
Believing to see or seeing to believe is a dilemma in human behav-
ior but not in the field of strategies. Strategies begin to exist in the
mind of the strategist having nothing to be seen.

The driver of strategies is growth, which implies that strategies are
expansive. The development of a strategy is based on envisioning
the unified field of the solution that will exist and is inexistent at the
moment it is being designed. That is why a high level of conscious-
ness is necessary to manage strategies, which implies believing be-
fore things can be seen.

Unicist Ontology of Believing to See
Evolution
Involution
Backward-chaining
Thinking
Purpose (*)
Believing
Maximal Strategy
Active function
Seeing
Minimum Strategy
Believing
to See
the two dualistic
3
2
1
0 0
-1


39
Maximal Strategies are by definition expansive. Expansive actions
require providing additional added value to the environment and
thus they are implicitly innovative. The innovation is implicit in the
additional added value.
Maximal Strategies require believing to see
Believing to see is necessary for conceptual thinking. Concepts are
essential. Therefore they need to be approached based on abstract be-
liefs that need to be confirmed in their manifested operational actions.
Conceptual thinking implies reflection that goes beyond the sensory
experiences of individuals. Homological experiences are the bench-
marks to be used to apprehend new action fields.
Believing to see is an approach to the nature of a reality in order to
influence the future evolution and develop present actions.
Backward-chaining thinking is necessary to approach any activity
that deals with adaptive systems and complexity. The oneness can
only be approached with backward-chaining thinking processes
which are integrated in the unicist reflection process.
2 = Infinite Solutions is an arithmetic metaphor of backward-
chaining thinking.
It requires the use of a high level of inner freedom, because there are
no sensory parameters to confirm the validity of a process. That is
why a believing to see approach needs to be sustained by destruc-
tive and non-destructive pilot tests.
Maximal strategies which allow expansion beyond the present
boundaries of an activity require the use of backward-chaining
thinking and using individuals beliefs that need to be validated with
sensory experiences.
Peter Belohlavek

40
Minimum Strategies require seeing to believe
Minimum strategies work within the boundaries of an activity. That
is why they do not deal with the unknown and there is no need to
envision things that do not exist. That is why a medium level of
consciousness suffices to manage them. They provide the security
and safety of maximal strategies. They are conservative to sustain
the boundaries of an activity in order to survive.
Conservative thinking requires seeing to believe. That is why when a
new concept is being discussed and an individual asks for an analogical
benchmark, it is because s/he is avoiding entering a new field.
Unicist Ontology of Seeing to Believe
Evolution
Involution
Forward-chaining
Thinking
Purpose (*)
Seeing
Maximal Strategy
Active function
Believing
Minimum Strategy
Seeing to
Believe
the two dualistic
3
2
1
0 0
-1

Seeing to believe is necessary to deal with operational thinking.
When operation has to be done it is necessary to deal with a credi-
bility based on seeing. Seeing is used in a wide sense considering all
the aspects that deal with sensory experiences to apprehend reality.
Seeing to believe is based on the past experiences of individuals to
generate the credibility of present actions.

41
Forward-chaining thinking is the secure approach to reality which
avoids having a high level of inner freedom because the external
reality is apprehended through sensory experiences.
The use of sensory information avoids the need to make decisions
based on internal freedom.
1 + 1 = 2 is an arithmetic metaphor of forward-chaining thinking.
Minimum strategies, which need to ensure survival, require forward-
chaining thinking and using the sensory experiences to believe.
Synthesis
Maximal strategies are based on adding value to the environment
while winning in the specific environment they work in and are sus-
tained by the power they have to influence the context.

Maximal strategies define two positions in the environment:

1) On the one hand, maximal strategies are natural to leaders
that exert a dominant position in the environment.

2) On the other hand, they are natural to influential individuals
or organizations.

Minimum strategies are based on developing win-win strategies and
paying the prices necessary to survive.

42

Unicist Object Driven Architecture

43
About Architecture
Architecture is a work process that deals with the definition of the
structural functional solution of an entity that is being built.
Architecture began with the design and construction of buildings,
cities, bridges, etc.
But it evolved. It has to be considered that every building process,
no matter its kind, has its architectural aspect.
Military architecture, painting architecture, IT architecture, business
architecture and book architecture are just examples of the use of the
architectural work and its utility.
Universal Architecture
Marcus Vitruvius Pollio (1st Century B.C.) discovered and de-
scribed the ontology of architecture giving birth to the functional
architectural approach.
The ontological structure of architecture is defined by utility (utili-
tas), beauty (venustas) and solidity (firmitas). According to Vitru-
vius, architecture is an imitation of nature. He defined the nature of
architecture for universal use.
This information is included in his multi-volume work De Architec-
tura and allows dealing with the nature of the construction processes
in all activities where a system is being built.
The purpose of functional architecture is to generate value (utility)
with an aesthetical solution that completes the needs of the users and
delivers a solid construction that provides both flexibility and rigidity
to be stable.
Peter Belohlavek

44
This implies that every architectural process has to ensure utility
through what is being built and make this building aesthetic and solid.
Unicist Ontology of Functional Universal Architecture
Evolution
Involution
Utility
(Utilitas)
Purpose (*)
Aesthetics (Venustas)
Maximal Strategy
Active function
Solidity (Firmitas)
Minimum Strategy
Functional
Architecture
the two dualistic
3
2
1
0 0
-1

The description of the ontology will be helpful to apprehend archi-
tecture. We strongly recommend not reading this as an operational
description but as the description of the nature of architecture. It re-
quires apprehending it through reflection, using the experiences in
which an architectural approach has been done.
We will start by deepening the context of architecture in order to
make it apprehensible.
About Architects
In strategy, there are no strategies but strategists. Since strategy deals
with the future, a strategy can only be in the mind of the strategist.
Architecture is homologous, it doesnt exist but in the mind of the
architect. Therefore, there are no architectures, but architects. After

45
the work has been done, the architecture becomes evident, but before
it is built it only exists in the mind of the architect.
Architecture is an activity that needs to be able to build a bridge be-
tween the scientific aspects of reality as far as they are known, the
available technologies and art in order to produce the utility, aes-
thetic and solidity required.
Unicist Ontology of a Functional Architect
Evolution
Involution
Science
Purpose (*)
Technology
Maximal Strategy
Active function
Art
Minimum Strategy
Functional
Architect
the two dualistic
3
2
1
0 0
-1

It is necessary to define art in order to understand the nature of the
functionality of architecture. Art is a bridge building activity that
moves individuals, providing an aesthetic solution for the subjacent
conflicts that exist.
It has to be considered that there is also anti-art which is a bridge
breaking activity that needs to shock people and uses an anti-
aesthetic approach to do so.
The general public is shocked by the anti-artists. Therefore, art is
often more associated with destructive messages rather than with a
way to integrate idealism with realism.
Peter Belohlavek

46
Unicist Ontology of Art
Evolution
Involution
Bridge
Building
Purpose (*)
Moving
Maximal Strategy
Active function
Functional Aesthetics
Minimum Strategy
Art
the two dualistic
3
2
1
0 0
-1

Art is the way cultures and individuals deal with the conflicts gen-
erated in real life. It allows making a catharsis and building a bridge
with reality moving people in an aesthetic way.
Unicist Ontology of Adaptive Attitude
Evolution
Involution
Realism
Purpose (*)
Idealism
Maximal Strategy
Active function
Art
Minimum Strategy
Adaptive
Attitude
the two dualistic
3
2
1
0 0
-1


47
The Unicist Ontology of Art
The complete description of the ontology of art will help to under-
stand the role of the architect in his/her work, integrating science and
technology to develop a structural functional solution.
Bridge
Building
Moving
Functional
Aesthetics
Bridges with
reality
Intrapersonal
Bridges
Interpersonal
Bridges
Bridge
Building
Attractiveness
Surprising
Expansive
Conflicts
Moving
Completing
Desirable
Functional
Aesthetics
Harmonic
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
Copyright The Uni cist Research Insti tute
EVOLUTION
INVOLUTION
Unicist Ontology
of Art
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
Art
C
B A

The final objective of art is to build a bridge with reality. To do so it
becomes necessary to build both intrapersonal bridges, that aim to
solve individual conflicts, and interpersonal bridges that aim to solve
those conflicts that deal with the relations among individuals.
Art exists in action, because it moves people. The moving function
is defined by the capacity of being attractive which implies having
intrinsic and extrinsic conditions to generate a gravitational force to
attract people (e.g. the name of the artist).
Peter Belohlavek

48
Surprise is the active function of art. Every piece of art or artistic
action requires having some unexpected aspects. But this surprise
factor needs to generate positive attraction, while going beyond the
boundaries of what is expected.
Surprise generates conflicts that need to be solved in an expansive
way. Expansion implies a way towards evolution. The conflicts that
art needs to solve are complementation, innovation and negotiation
conflicts.
Finally, art needs to be aesthetic. Aesthetics is the energy conserva-
tion function of art. Aesthetics in a piece of art is defined by its
capacity to complete the needs of the user, being desirable and
harmonic.
Synthesis
An architect needs to have a superior level of consciousness which
allows him/her to introject the needs of the user, the characteristics of
the object that is being built and the possibilities of the specific envi-
ronment to be able to integrate science and technology.
The Analogy between Functional Architecture, IT
Architecture and Business Architecture
The essential analogy between functional architecture, IT architec-
ture and business architecture will provide a vision of what architec-
ture really means.
Their comparison should drive to the perception of the need of de-
signing the architecture of any adaptive system in order to ensure its
functionality. Developing the architecture of an adaptive system is a
step beyond conceptual design because it requires knowing the onto-

49
logical structure of the system, the functionality of its elements and
the processes to make it work.
1) About the Functional Architecture
Functional architecture needs to be considered in its ontological
structure in order to be apprehended.
UTILITY
(UTILITAS)
AESTHETICS
(VENUSTAS)
SOLIDITY
(FIRMITAS)
USEFULNESS
FUNCTIONALITY
RELIABILITY
UTILITY
EXPANSION
COMPLETES
UNREACHABLE
AESTHETICS
STABILITY
FLEXIBILITY
SOLIDITY
RIGIDITY
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
EVOLUTION
INVOLUTION
Unicist Ontology
of Functional
Architecture
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
FUNCTIONAL
ARCHITECTURE
C
B A

The purpose of functional architecture is to provide utility to the us-
ers of what is being built. This utility is defined by the usefulness of
the building, the functionality of its elements and the reliability of the
solution.
The active principle of functional architecture is defined by the aes-
thetics of the building.
Peter Belohlavek

50
While aesthetics seeks to generate expansion in the environment and
complete the needs of the user, it also has unreachable aspects.
The energy conservation principle of functional architecture is de-
fined by the solidity of the solutions. Solidity includes a stable struc-
ture with flexible aspects to adapt to the environment and rigid
aspects to sustain its functionality.
Synthesis
Although this ontology that has been described is the ontology of
functional architecture, it is also the ontology of universal architec-
ture and can be used as a meta-ontology to validate the ontologies of
different architectural applications. They all have to be based on util-
ity as their purpose, aesthetics as their active function and solidity as
their energy conservation function.
2) About Functional IT Architecture
The ontology of the functional IT architecture is based on the inte-
gration of the elements that are included in software building.
The purpose of IT architecture is to fulfill the mission of the system
that is being built. The mission implies following a concept and gen-
erating an added value, having an adequate quality assurance that
makes the mission reliable.
When the concept is not shared, there is no possibility to develop a
structural solution for a system. The concept represents the vision of
the activity of the system and needs to be apprehended taking the
necessary time to do so.
The active function, which defines the aesthetics of the system, is given
by the information that is managed by the system. It needs to be based
on the true business model because it has to satisfy its needs.

51
MISSION
(UTILITAS)
INFORMATION
(VENUSTAS)
TECHNOLOGY
(FIRMITAS)
CONCEPT
(VISION)
ADDED VALUE
QUALITY
ASSURANCE
MISSION
BUSINESS
MODEL
ADAPTIVE
SYSTEM
ADMINISTRATIVE
SYSTEM
INFORMATION
PEOPLEWARE
SOFTWARE
TECHNOLOGY
HARDWARE
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
EVOLUTION
INVOLUTION
Unicist Ontology
of Functional
IT-Architecture
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
FUNCTIONAL IT-
ARCHITECTURE
C
B A

The business model is provided by the business architectural ap-
proach. Information must include adaptive aspects in order to man-
age the feed-back from the environment and administrative aspects to
ensure the operation and control.
The energy conservation function is defined by the technology
which sustains its solidity and is integrated by software, hardware
and peopleware.
Synthesis
Functional IT Architecture includes the use of software objects to
build a system that has the capacity to adapt to the environment reus-
ing the designed objects and just changing the processes in which
they are immersed.
Peter Belohlavek

52
The design of the objects needs to be in accordance with the character-
istics of the adaptive aspects of the system and the possibilities defined
by the available technology. This approach allows simplifying the
processes and minimizing the maintenance costs.
3) About Unicist Business Architecture
Unicist business architecture is not only a functional architecture, but
a structural functionalist approach to businesses.
This is a structural approach because it deals with businesses consid-
ered as adaptive systems, which are integrated by interdependent
elements that are approached based on their ontological structure.
Unicist business architecture is functional because it follows the
same ontology of the functional architecture.
BUSINESS MODEL
(UTILITAS)
HYPERREALITY
BUILDING
(VENUSTAS)
UNIFIED FIELD OF
THE BUSINESS
(FIRMITAS)
ORGANIZATION
BY RESULTS
UNIFIED FIELD
MANAGEMENT
UNICIST STRATEGY
BUSINESS
MODEL
EMULATION
OF REALITY
FUNCTIONAL
REALITY
ESSENTIAL
REALITY
HYPERREALITY
BUILDING
BUSINESS MODEL
(GENOTYPE)
RESULTS DRIVEN
ORGANIZATION (PHENOTYPE)
UNIFIED FIELD OF
THE BUSINESS
OPERATIONAL
METHODS
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
EVOLUTION
INVOLUTION
Unicist Ontology
of Business
Architecture
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
UNICIST BUSINESS
ARCHITECTURE
C
B A


53
The purpose of unicist business architecture is to define a business
model. It implies seeking for an organization by results which is in-
tegrated by a market orientation, a business orientation and an orien-
tation towards the use value of products. The purpose has to ensure
the utility of the architecture.
The unified field of the business has to be apprehended in order to
define the complementation and supplementation between the ele-
ments that integrate it. The organization by results needs to be sus-
tained by a strategy that includes both the minimum and the maximal
strategies.
The active function, which provides the aesthetics of the structure, is
defined by the hyperrealism of the model, which includes the emula-
tion of reality as a business, the functional reality of the elements of
the organization and the essential reality of the unified field.
This allows developing a simple manageable model that defines the
architecture of the business at a structural level.
The model of the essential concepts of the unified field is the catalyst
for the minimum strategy which needs to develop the genotype of the
business model to sustain the purpose of providing a secure business
model to develop the necessary systems.
The energy conservation function that provides the solidity of the busi-
ness architecture is integrated by the genotype of the business model,
the results driven organization that defines its phenotype and the opera-
tional methods that allow validating the business architecture.
Synthesis
The unicist business architecture requires using a method for making
destructive and non-destructive pilot tests until the architecture is
considered adequate based on the results produced.
Peter Belohlavek

54
BUSINESS
MODEL
HYPERREALITY
BUILDING
UNIFIED FIELD OF
THE BUSINESS
ORGANIZATION
BY RESULTS
UNIFIED FIELD
MANAGEMENT
UNICIST STRATEGY
BUSINESS
MODEL
EMULATION
OF REALITY
FUNCTIONAL
REALITY
ESSENTIAL
REALITY
HYPERREALITY
BUILDING
BUSINESS MODEL
(GENOTYPE)
RESULTS DRIVEN
ORGANIZATION (PHENOTYPE)
UNIFIED FIELD OF
THE BUSINESS
OPERATIONAL
METHODS
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
EVOLUTION
INVOLUTION
Unicist Ontology of
Business Architecture
1
8
7
9 6
4
5
3
2
ENTROPY
INHIBITOR
UNICIST BUSINESS
ARCHITECTURE
C
B
A
Design Process
Blue: Diagnosis & Strategy
Green: Prototyper design
Yellow: Prototyper operation
All: Unicist Business Platform

55
Unicist Object Driven Business Architecture
Unicist Business Architecture deals with the design of structural solu-
tions for businesses integrating their unified field including the customer,
the shareholder (owner) and the environment that influences them.
Unicist business architecture includes the fundamental diagnosis of
the unified field of a business defined by its ontogenetic maps, the
description of the business model, the development of the strategy
to be used, the definition of the work processes and the business
objects to be included in these processes.
This is an introduction to provide the unified field that defines the
business architecture to all those who want to manage it.
The unified field of Business Architecture can be described as follows:
Unicist Ontology of the Business Architecture
Evolution
Involution
Business
Model
Purpose (*)
Hyperreality Building
Maximal Strategy
Active function
Unified field of the Business
Minimum Strategy
Unicist Business
Architecture
the two dualistic
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2
1
0 0
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The term hyperreality building is used to define the emulation of a
reality which requires building a model that represents the architec-
tural structure of a unified field.
Peter Belohlavek

56
The final purpose is to design a business model which requires be-
ing able to manage the unified field of a business and develop a
strategy to achieve the results that are required.

Unicist Ontology of a Business Model of a Unified Field
Evolution
Involution
Organization
by Results
Purpose (*)
Unified Field Management
Maximal Strategy
Active function
Unicist Strategy
Minimum Strategy
Business Model of
a Unified Field
the two dualistic
Copyrig ht The Unicist Research Institute
3
2
1
0 0
-1

Business architecture implies modeling a business considering it as
a unified field with the environment.
But the abstraction of the unified field has to be put down to earth
defining the model including their operational business processes.
Architectural approaches are counterintuitive for adults because
they need to begin with the envisioning of the unified field and
ending with the operational solutions.
This requires a backward-chaining thinking process which requires
having the final solution in mind and developing the operational
processes to materialize it.
The emulation of reality defines the purpose of business architecture.

57
Unicist Ontology of Hyperreality Building
Evolution
Involution
Emulation of
Reality
Purpose (*)
Functional Reality
Maximal Strategy
Active function
Essential Reality
Minimum Strategy
Hyperreality
Building
the two dualistic
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This requires being able to build a hyperreality based on the appre-
hension of both the functional and the essential reality in order to
emulate it in a model that is seen at a more essential level than the
business model.

Unicist Ontology of the Unified Field of a Business Unit
Evolution
Involution
Business Model
(Genotype)
Purpose (*)
Result Driven Organization
(Phenotype)
Maximal Strategy
Active function
Operational Methods
Minimum Strategy
Unified Field of a
Business Unit
the two dualistic
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2
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Peter Belohlavek

58
The Unified Field of a Business Unit is defined by the concept of
the business model which defines its ontological structure (geno-
type), the results driven organization model that defines the func-
tionality (phenotype) and the operational methods that are the
energy conservation function of the unified field.
About Unicist Business Architects
The description of the role of unicist business architects will provide
the information of how this activity works in real life.
Unicist business architects are individuals who transform the unified
field of a business into a business model that puts its concept into
action and define the business processes to achieve goals.
They have the responsibility for apprehending the ontological struc-
tures of a unified field and transforming them into operational proc-
esses within the limits of the concept of the business.
To do so they diagnose, develop strategies and define organizational
processes in environments they know.
Diagnoses include both fundamental and technical analytical diag-
noses. Strategy building, on the other hand, requires the use of de-
structive and non-destructive pilot tests.
They are responsible for the design of organizational processes
which need to integrate business objects into the work processes to
ensure results. To develop their activity they use unicist project
management including plans A, B, C and D.
Synthesis
Unicist business architecture deals with the design of businesses
considered as adaptive systems. It implies dealing with the complex-
ity of adaptive systems and transforms them into simple solutions.

59
It requires apprehending their unified field in order to make the op-
erational solutions believable. No one can use the simplification of a
complex unified field without having apprehended it first.

60

Book 2
The Implementation
using the Unicist Approach:
Unicist Object Driven Organization

61
Unicist Object Driven Strategy
When a new strategy has been designed and tested, the first question
that arises is: And now, how?
A new strategy, by definition, implies changes in what is being done.
Growth acceleration, market share increase, profit improvement,
quality upgrade and productivity increment are just some aspects that
are implicit in any new strategy.
What needs to be accepted is that, as Sun Tzu said: Battles are won
or lost before they are fought also Strategies are successful or mis-
carriages before they are put into action.
A strategy is successful if the necessary organization and the ade-
quate work have been defined.
This fact is implicit in the use of the unicist object driven organiza-
tion model. It is a way to organize the work using objects within
the processes maximizing the productivity and quality of work and
minimizing costs.
The object driven organization enables focusing on the necessary
processes to develop maximal strategies while the objects installed
provide the framework for the minimum strategies.
To do so it is necessary to develop a conceptual design of the solu-
tion in order to define the field of the organizational possibilities.
The integration of different attitudes defines the nature of the species
of the organization.
Peter Belohlavek

62
For example:
Business orientation Product orientation
Market orientation Shareholder orientation
Farming orientation Hunting orientation
Enterprising orientation Entrepreneurial orientation
Growth orientation Profit orientation

The object driven organization process begins when the species of
the organization has been defined.
Introduction
The unicist organizational approach is based on emulating nature in
organizations. An extremely effective organization can be developed
integrating both structural aspects that sustain evolution and inciden-
tal aspects that allow dealing with conjunctures. Emulating nature
implies integrating the abstract apprehension of reality with the con-
crete operational design.
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 considered as a unified field. A unicist
ontology requires being able to apprehend 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 implicit in their mission, the active function is in their processes
and the energy conservation function is in the objects they use.

63
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 Ontogenetic Map of Object Driven Organization
Evolution
Involution
Objectives
Purpose (*)
Processes
Maximal Strategy
Active function
Objects
Minimum Strategy
Object Driven
Organization
the two dualistic
3
2
1
0 0
-1

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-
mum strategy.
To imagine an object please consider an automatic pilot in an air-
plane. It can be considered a paradigmatic 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 process 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
Peter Belohlavek

64
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.
PROCESSING
EXPANSION
SECURITY FREEDOM
INFLUENCING
CONTRACTION
QUALITY
ASSURANCE
VALUE
GENERATION
TO CONTROL
TO PRODUCE
SUSTAINING
DRIVERS
ENTROPY
INHIBITORS
CATALYSTS
ACTION
INHIBITORS
Unicist Ontogenetic Map of Objects Functionality
GRAVITATIONAL
OBJECTS
Maximal Strategy
Minimum Strategy


65
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

Unicist Object Driven Organizations
The object driven organization requires having a high level of matur-
ity in business. It can be defined as the organization of processes and
the use of objects to achieve the objectives that have been established
in a strategy.
PROCESSES
EXPANSION
SECURITY FREEDOM
OBJECTS
CONTRACTION
ACTION GUIDE PROCEDURES
TAXONOMIC
ACTION PLAN
VISION
METHODIC
CONSENSUS
DRIVEN
OBJECTIVE
DRIVEN
MARKET
DRIVEN
FUNCTION
DRIVEN
OBJECT DRIVEN
ORGANIZATION
Maximal Strategy
Minimum Strategy
Entropy Inhibitor

Peter Belohlavek

66
An object driven organization implies the development of a maximal
strategy that includes the design of processes based on taxonomic
procedures to put them into action and also a shared vision that
makes these processes consistent with the business.
The vision of the organization is the catalyst of the minimum strategy
and requires to be sustained. If it does not achieve its threshold, it
works as an inhibitor of the minimum strategy and destroys the or-
ganization.
The minimum strategy is based on the use and reuse of objects
within the context of methodic procedures to ensure their use and
functionality. This is sustained by an action plan (a to do list) to
guarantee the fulfillment of the minimum strategy.
The methodic action plan implies that there is a system that is able to
deal with extreme situations. Extreme situations are the cases in
which objects cannot solve the problems automatically and need to
be taken care of.
The entropy inhibitor of the whole process is the action plan. As such
it needs to be structured in order to ensure its fulfillment.
Considering the nature of object driven organizations it can be said
that there are four different segments of object driven organizations:
1) Function driven
2) Objective driven
3) Consensus driven
4) Market driven
1) Function driven
This is an organization in which the functionality of the different
processes basically prevails over results. This function driven seg-

67
ment needs to use objects based on a methodic approach. It is neces-
sary to be sure that functionality doesnt become an end in itself.
Function driven segments need to have a strict control system to en-
sure the fulfillment of the action plans.
This segment is put into action by a market driven approach to pro-
vide meaning to the use of objects and is sustained by a consensus
driven approach to ensure the fulfillment of the action plans.
2) Objective driven
This segment seeks for bottom up action plans to define the objec-
tives to be achieved. The objects are used to fulfill the different goals
established in the action plans. This segment is efficacy dependent in
the use and reuse of objects. The structure of the solutions is always
driven by the action plans established. Therefore there is a tendency
to modify objects in order to make them fit into action plans. Only a
strict methodic approach avoids the misuse of objects.
This segment is put into action by consensus, which is necessary to
define the action plans and is sustained by a market orientation to
envision the external goals to be achieved.
3) Consensus driven
This segment is driven by the objective of achieving the maximal
strategy in an object driven organization. It fosters consensus to en-
sure the validity of the processes to achieve the goals established in
the strategy. It builds consensus based on the vision of the organiza-
tion in order to achieve the goals.
The use of objects, as it is part of the vision of the business, is natural
for this segment. It uses the object driven organization model to build
the spirit de corps of the business.
Peter Belohlavek

68
This segment is put into action by bottom up established objectives
to build consensus and is sustained by functional driven rules to en-
sure the responsibility of the members.
4) Market driven
This segment is driven by its adaptation to markets. It is the segment
that integrates the vision of the end client within the organization.
It follows strict taxonomic rules in the design of processes in order to
ensure the production of results. Being driven by client needs, this
segment avoids operational shortcuts to produce results. The vision
of the business is a limit for this segments business approach. It uses
objects to ensure the value added to the market.
This segment is put into action by the function driven responsibilities
and sustained by the bottom up objective building process.
The taxonomy of the unicist object driven
organization in action
Following the unicist mechanics, the taxonomy of the Unicist Object
Driven Organization can be defined as follows:
1) Definition of the quantitative and qualitative goals (Unicist Strategy)
2) Transforming the goals into processes
3) Designing the taxonomic procedures
4) Integrating the existing processes within the vision of the business
5) Confirming the processes to be developed
6) Confirming the available objects to be used in the processes
7) Defining the methodic procedures to use the objects within the
processes
8) Validating to action plan to achieve the objectives
9) Putting the objects into action within the limits of the processes

69
10) Developing the pilot tests and recycling if necessary.

PROCESSES
OBJECTS
ADDED
VALUE
FOUNDATIONS
EARNED
VALUE
MISSION
PROCESSES
TAXONOMIC
PROCEDURES
VISION
PROCESSES
OBJECTS
METHODIC
PROCEDURES
OBJECTS
ACTION PLANS
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
Forward thinking
Backward thinking
The Ontology of the
Object Driven
Organization
MISSION
1
8
7
9 6
4
5
3
2
OBJECT DRIVEN
ORGANIZATION
ENTROPY
INHIBITOR

70
The Anticoncept of
the Unicist Object Driven Organization
There are people who need to approach reality based on their sub-
jective experience. The object driven organization cannot be used
when the minimum strategy of the users is based on experience
based intuitive common sense procedures and subjective (personal)
action guides.
The Anti-concept of the Object Driven Organization
TASKS
EXPANSION
SECURITY FREEDOM
EXPERIENCE
CONTRACTION
ACTION GUIDE PROCEDURES
ANALOGIC
SUBJECTIVE
VERBAL
COMMON SENSE
Copyright Peter Belohlavek/ The Unicist Research
I tit t
LEADERSHIP
DEPENDENT
DIRECTIVE
DEPENDENT
BENCHMARKS
DEPENDENT
GOODWILL
DEPENDENT
ANTI-CONCEPT
Minimum Strategy
Maximal Strategy

In this case processes are based on task orientation which is guided
by the previously mentioned subjective experience.
In the following lines you will find a short description of the organi-
zations in which the object driven organization cannot work.
Goodwill dependant
The object driven organization is a threat when the goodwill of the
members of an organization is the driver for work.

71
Directive dependant
The object driven organization exceeds the acceptable responsibility
level when people prefer to follow personal instructions instead as-
suming the responsibility of processes.
Leadership dependant
The object driven organization diminishes the image of leaders
when those who lead need to exert power within the organization.
Benchmarks dependant
The object driven organization is a utopia when the members of
organizations are used to copying and pasting the organizational
processes of others.
Unicist Object driven Organization: a mature
organizational model
UODOs require a mature approach toward management and leader-
ship.
This organizational model is naturally a democratic model in the
sense that all opinions have the value of the justifications and foun-
dations that sustain them.
There are two different levels to deal with this organizational model:
the level of those who design the model and the level of those who
use it.
Peter Belohlavek

72
FOLLOWERS Investment of
personal energy to
develop
consciousness
Awareness functional judgments
responsibility object driven
introjection design
internal freedom
transcendence driven
Automatism value judgments
movements subject driven
projection operation
internal security
power & materialistic driven
OBJECT DRIVEN
ORGANIZATION

That is why we divide the organization in doers and followers. Both
profit from it, but doers are natural users of the UODO because their
self-fulfillment is in the results they achieve and their goal is to im-
prove the results.
The UODO is a structured approach to organization and manage-
ment that ensures results based on the acceptance that roles have to
prevail over the individuals desires.
It is necessary to be fully aware of the objects involved in order to
be able to use them knowing they provide the minimum strategy.
The maximal strategy is provided by processes.
Conclusions
The unicist object driven organization is the natural way to organize
after the necessary level of information technology has been

73
achieved. Its first applications took place in Diners in 1981 and
Renault in 1985. In the meantime, it has been used in hundreds of
organizational processes.
Now, after the expansion of Internet, the model has matured to be
installed as the new standard in business organization.
It is a breakthrough, because of the use of the unicist ontology based
technologies and at the same time a back to basics that increases
productivity, quality and the capacity of organizations to adapt to
changing environments.
Technology ensures results,
but people make the difference

74
About Business Objects
Business objects are the way the unicist ontological structures of a busi-
ness are put into action. Without objects unicist ontological structures
just define hypothetical categories that have no added value.
To design objects it is necessary to be able to apprehend the func-
tionality of the process that achieves the goal aimed at.
Therefore, the design of business objects implies having a sound
knowledge of the processes where the objects are being installed.
In the following pages you will find a description of the structure of
the objects that need to be developed and installed.
Ontology of the Concept Object
Basically, the Client Centered Management development implies
having a clear vision on object management, either due to the rela-
tions between the parts of a process or to the complete reliability an
added value process should enjoy for the end client.
It is in this project where the unicist object conception arose, a con-
ceptual study of which is explained below.
Objective
This description aims at developing the idea of the conceptual struc-
ture underlying the objects of the added value processes.
The objective is to be able to design added value processes so that
they can operate on an objects basis increasing their received value
and cutting costs.

75
The Concept Object
By object, we describe an entity, which carries an implicit extrinsic
concept that adds value, and has its own quality assurance imbricated
in the object itself.
Unicist Ontogenetic Map of an Object
Evolution
Involution
Concept
Purpose (*)
Added Value
Maximal Strategy
Active function
Quality Assurance
Minimum Strategy
Object (*) Unicist Thinking allows
the two dualistic
3
2
1
0 0
-1

It can be physical or virtual, simultaneously or successively reusable.
I t is essential to the definition of the conceptual object its possibility
of being reused within either the class it acts on or any other class.
Consequences of this definition:
- An object is an object only if it is reusable.
- There is only an object if it has a quality assurance in itself.
- Every object is designed to belong to one or several classes.
- Physical objects are successively reusable.
- Virtual objects are successively and simultaneously reusable.
Peter Belohlavek

76
The structure of an object implies a concept, a value added to the
environment where it operates and an assured quality which makes it
absolutely reliable.
Concept
The concept implies the fact that there is purpose, a procedure and a
course of action in each object.
There are always a substantive function, and action upon the envi-
ronment and an adverbial function which try to prevent the action
upon the environment from deviating from the purpose.
The concept of an object defines, due to the broadness of its purpose,
the unified field of analogous applications. Because of the function-
ality of its purpose, it defines the broadness of the homologue appli-
cations.
The concept of an object requires a very deep and subtle apprehen-
sion. Should it not be consistent, the object becomes an operational
thing or procedure which lacks an objects characteristics, and its
reusability and quality assurance are uncertain.
Added Value
The object adds value as a key action. It is there to add value. This
added value has objective and subjective aspects, as well as costs.
When the added value is reusable, the object has a cost, which is dis-
tributed among all its uses or the number of times it is used.
When the subjective added value is significant, the value of the ob-
ject increases. The subjective added value is related to the value of
use in itself, the reference value and the opportunity value.

77
The added value definition determines the operational functionality
of an object and it is the basis for its analogous applications. In the
analogous applications, it is necessary to integrate the objects re-
maining elements, i.e., its concept and quality assurance.
The added value is briefly determined by the utility, functionality and
redundancy of the processes.
Quality Assurance
Quality assurance depends of the capacity of handling the added
value development redundancy. Redundancy should be analogous so
that the results of the quality assurance can be guaranteed from an
operational viewpoint.
The moment the processes are developed mainly determines the as-
sured quality. If they are out of time, they are useless; they could be
considered undelivered.
The chronological time control for the object processes to occur
mainly determines the added value of an object.
However, it requires a constant tuning with the objective implicit in the
concept so as to prevent the object from generating added values, which
actually do not correspond with the purpose for which it was created.

78
Unicist Ontology for Business Object 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.
Evolution
Involution
Objectives
Purpose (*)
Processes
Maximal Strategy
Active function
Objects
Minimum Strategy
Object Driven
Organization
the two dualistic
3
2
1
0 0
-1

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
minimum strategy of their purpose. To imagine an object please

79
consider an automatic pilot in an airplane. It can be considered a
paradigmatic 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
process 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
receives 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.
(*)Transcript from Unicist Object Driven Organization
Peter Belohlavek

80

PROCESSING
EXPANSION
SECURITY FREEDOM
INFLUENCING
CONTRACTION
QUALITY
ASSURANCE
VALUE
GENERATION
TO CONTROL
TO PRODUCE
SUSTAINING
DRIVERS
ENTROPY
INHIBITORS
CATALYSTS
ACTION
INHIBITORS
Unicist Ontogenetic Map of Objects Functionality
GRAVITATIONAL
OBJECTS
Maximal Strategy
Minimum Strategy

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.

81
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
actions 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
process.
Peter Belohlavek

82

Unicist Ontogenetic Map of Business Objects
Evolution
Involution
Driving Objects
Purpose (*)
Inhibiting Objects
Maximal Strategy
Active function
Entropy Inhibiting Objects
Minimum Strategy
Business
Objects
the two dualistic
3
2
1
0 0
-1

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 systems functionality.
Critical Mass
The building of critical masses in businesses is basic to deal with their
adaptive aspects. If the business objects included in a business proc-
ess do not have the necessary critical mass, the adaptive system enters
a chaotic vicious circle.
A Unicist Critical Mass is the smallest amount of force that is
needed to generate the integration of the elements of the unified
field of a human complex adaptive system to produce results.
To make sure that the functional architecture of an adaptive system
fulfills the three goals of utility, aesthetics and solidity, it is neces-
sary to approach businesses with a high level of professionalism.

83
It is also necessary to be able to assimilate reality and use a critical
mass method to define processes and objects that have the necessary
force to make the unified field of the adaptive system fulfill its purpose.
The Unicist Ontogenetic Map of Critical Mass Building in Business
The Unicist Ontogenetic Map in Unicist Standard Language
Evolution
Involution
Professionalism
Purpose (*)
Unicist Critical Mass Method
Maximal Strategy
Active function
Assimilation / Introjection
Minimum Strategy
Critical Mass
Building in Business
the two dualistic
3
2
1
0 0
-1

Professionalism requires being able to manage systemic and complex
problems. People who cannot deal with fundamentals or who are not
solution focused cannot build a critical mass because, by definition,
the critical mass works because of its fundamentals and is a solution
in itself.
To build a process with critical mass an individual has to be able to
assimilate a reality in its oneness in order to apprehend the unified
field of the critical mass and the process it triggers.
Therefore, the assimilation of an individual has to integrate the idea
of a concept, conscious experiences and homologous and analogous
benchmarks.
It is also necessary to be able to manage both destructive pilot tests, in
order to find the limits of the validity of the solution, and non-
Peter Belohlavek

84
destructive tests, to confirm the functionality of the critical mass that
is being developed.
The Unicist Critical Mass Method implies integrating the business
architecture, the synchronicity of actions and the adaptive systems
design method to ensure that the solution will have the minimal nec-
essary force to integrate the elements of the unified field of a human
adaptive system to produce results.
The Unicist Critical Mass Method
The Unicist Critical Mass Method (UCMM) is a strategic approach
to define the processes established by the business architecture in a
way that ensures the results to be achieved.
Unicist Ontogenetic Map of the Critical Mass Method
Evolution
Involution
Business
Architecture
Purpose (*)
Synchronicity
Maximal Strategy
Active function
Adaptive Process Design
Minimum Strategy
Unicist Critical
Mass Method
the two dualistic
3
2
1
0 0
-1

The Unicist Approach requires the use of critical masses in the
adaptive business processes.
The Unicist Critical Mass Method (UCMM) is a design process that
allows integrating the business architecture with the necessary syn-

85
chronicity to be able to have a critical mass to add value and take
advantage of opportunities. It requires a natural object driven or-
ganization with an adequate quality assurance process.
The quality assurance process that is included in the Unicist Critical
Mass Method is based on having secure knowledge, on the use of
destructive and non-destructive pilot tests to define the limits and
validity of the solutions and on the existence of plans A, B, C and D
to ensure results.
Plan A is the basic plan that follows the ontogenetic map of the so-
lution of the problem.
Plan B is a superior plan that includes plan A plus an entropy inhibi-
tor for change resistance.
Plan C is a superior plan that includes plan B plus a catalyst to ac-
celerate the change.
Plan D is a plan to abort an activity if the possibilities of success are
not given and transform it into a homologous solution.
Quality assurance is based on experiencing using pilot tests and
plans A-B-C-D, while there is a secure knowledge base that allows
developing grounded solutions.

86

Annex I:

Ontogenetic Maps

87
The discovery of the ontogenetic intelligence of nature,
laid the groundings for the unicist ontology
and the development of ontogenetic maps.

Introduction
Unicist business architecture is based on the use of ontogenetic maps
that describe the unicist ontological algorithms to be followed for the
development of structural functional solutions (Architecture: utility-
solidity-aesthetics).
The use of ontogenetic maps and their implicit unicist ontological
algorithms is the input for business architecture making the building
of a solid structure possible.
Ontogenetic maps are a conceptual GPS to generate solutions in the
field of businesses considered as human adaptive systems.
They describe the ontological algorithm of a function or the whole
system providing the steps that have to be followed to influence
businesses.
Reality must be read and the interpretation of that reading must rep-
resent the real world. This interpretation is the basis to emulate in
mind the evolution process in order to forecast what is going to hap-
pen to design the necessary strategies to influence reality.
This is an introduction to learn how to read ontogenetic maps in or-
der to use them to develop solutions.
To do so a special language has to be used to represent the nature of
reality. That is the language of the unicist ontogenetic maps, formal-
ized into a unicist logical language that can represent and objectify
the structure of reality in order to transform it into a reasonable, un-
derstandable and provable grounding.
Peter Belohlavek

88
Ontogenetic maps are timeless and cross-cultural but their applica-
tive content varies based on the available technologies and the char-
acteristics of the environment.
In this work you will find the words ontology, ontological algorithm,
concept and ontogenetic maps used as epistemological synonyms
having different applicative fields.
Ontogenetic maps provide a structural guide to deal with the ambigu-
ity of adaptive systems. They are essential for the development of
diagnoses and the building and testing of structural solutions.
The use of ontogenetic maps fosters consciousness in decision mak-
ing and action. The same happens with diagnostics, without con-
sciousness, the possibility of fallacies is certain. Strategy building
requires the use of ontogenetic maps to define the structure of possi-
ble solutions to be tested. The final architecture is based on the use of
ontogenetic maps and the pilot testing of solutions.
Diagnostics, Strategy and Architecture are the three Trojan horses of
ontogenetic maps. These maps allow individuals that have assumed
the responsibility for results to diagnose where they are, where they
want to go and see the next step to get there.


89

About Human Adaptive Systems
Essentially, human complex adaptive systems are those that have open boundaries,
have a double dialectical behavior and are integrated by interdependent objects.
This is the concern of complexity sciences.
The unicist approach to complexity sciences implies researching the ontologies of
adaptive systems, developing their algorithms and building their ontogenetic maps.
The open boundaries of these systems are defined by their adaptation capacity, the
influence they can exert on the environment and the influence from the environ-
ment they need to absorb.
The double dialectical behavior implies that complex adaptive systems behave
following the structure of the ontogenetic intelligence of nature, meaning that they
have a purpose, an active function and an energy conservation function.

90
Unicist Business Architecture
Using the Ontogenetic Maps of Institutions
The unicist ontology defines the ontogenetic map of an institution
and is essentially analogous to the DNA of a living being. They both
define the nature of the being, have an implicit purpose and material-
ize the action and the energy conservation principles.

Genetic Map

Being aware of the unicist ontological structure that underlies and
rules the behavior and evolution of an institution it is possible to de-
fine the ontogenetic maps and action plans to ensure the functionality
of an organization respecting its nature.
The difference between the DNA of different species is minimal al-
though the physical difference might be enormous.
The same characteristic is given at the unicist ontological structure of
institutions. Subtle differences generate different species.

91
That is why the accuracy of diagnoses of the conceptual structure of
an institution is determinant. It defines its species and the possibili-
ties and probabilities of its evolution.
Ontogenetic Maps of Institutions
The functionality of algorithms is to provide a logical structure to un-
derstand and influence reality in a secure way. Following ontological
algorithms an individual is respecting the rules of ontogenesis.
MISSION
(UTILITAS)
INFORMATION
(VENUSTAS)
TECHNOLOGY
(FIRMITAS)
CONCEPT
(VISION)
ADDED VALUE
QUALITY
ASSURANCE
BUSINESS
MODEL
ADAPTIVE
SYSTEM
ADMINISTRATIVE
SYSTEM
PEOPLEWARE
SOFTWARE
HARDWARE
EVOLUTION
INVOLUTION
1
8
7
9 6
4
5
3
2
FUNCTIONAL IT-
ARCHITECTURE
C
B
A
Map of Functional IT-
Architecture
INFORMATION
MISSION
TECHNOLOGY
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
ENTROPY
INHIBITOR

The Ontogenetic Map of IT Architecture

Algorithms describe and explain the natural functionality of a reality
and establish the relationships of the objects that are part of such re-
ality based on the ontogenesis of the evolution process.
They provide the natural way to influence institutions. Using unicist
ontologies to influence institutions implies dealing with the genetic
engineering of the institution.
Peter Belohlavek

92
Therefore, the use of unicist technologies in institutions is based on
change without changing. That means introducing changes that
respect their nature and do not try to change their essential concepts.
Essential Analogy between DNA and Ontogenetic Maps
DNA ONTOGENETIC MAP
Three dimensional structure of DNA
Double Stranded DNA

DNA controlling the molecules

DNA disorders producing diseases

Cloning

Repairing of DNA
Three dimensional structure of the
ontogenetic map

Double dialectical functions

Ontological structures regulating evolution

Ontological inconsistencies producing
chronic diseases

Conceptual and operational
benchmarking
Repairing of ontological structures

93
Ontogenetic Maps
are Timeless and Cross-cultural
Unicist Ontogenetic Maps for Businesses:
The DNA of Institutions
The Ontogenetic Maps (OM) of businesses describe the unicist onto-
logical structures of their functions.
They allow defining the possibilities of businesses and the probabil-
ity of success of their strategies. The OMs define the essential driv-
ers, catalysts and inhibitors which define the natural actions of these
functions.
The complete set of OMs of a business, including its context, defines
its DNA which regulates its actions and evolution. This DNA de-
scribes businesses as unified fields. The knowledge of the ontoge-
netic maps allows dealing with businesses as adaptive systems and
makes them reasonable, understandable and predictable.
What are Unicist Ontogenetic Maps in Business for?
Ontogenetic maps are a conceptual GPS to generate solutions in the
field of businesses considered as human adaptive systems.
They describe the ontological algorithm of a function or the whole sys-
tem providing the steps that have to be followed to influence businesses.
Ontogenetic maps are timeless and cross-cultural but their applica-
tive content varies based on the available technologies and the char-
acteristics of the environments.
The use of ontogenetic maps and their implicit unicist ontological
algorithms is the input for business architecture making the building
of a solid structure possible.
Peter Belohlavek

94
Generic Ontogenetic Map

Ontogenetic maps are basic to design business architecture to develop diagnoses,
strategies, scenarios, business models, business processes and business objects.
Ontogenetic maps are the drivers to manage maximal strategies.
What are Ontogenetic Maps?
The integration of the ontogenetic intelligence of nature, the anthro-
pological invariables and human ontointelligence made the develop-
ment of the ontogenetic maps possible. These ontogenetic maps are
timeless meaning that they are valid as long as the function they rep-
resent exists. For example, the ontogenetic map of a lifeboat exists
and remains unchanged as long as its function exists. Technologies
change, cultural contexts are different but the ontogenetic map of the
lifeboat remains the same.
Ontogenetic maps are cross-cultural because the integration of the
ontogenetic intelligence of nature with the anthropological (cultural)
invariables defines the nature of a function in synthetic language.
On the one hand, this makes the unicist ontological structures self-
evident in any culture and, on the other hand, it makes the ontological

95
algorithms that define the ontogenetic maps, be perceived as logical
because they follow the natural way something needs to be developed.
Unicist ontological structure of a concept
A
B
C
A
B
= >C
B
A
C
Purpose
Supplement
Complement
Copyright Peter Belohlavek - The Unicist Research Institute
The Ontogenetic Intelligence of Nature
Active & entropic
principle
Energy conservation
principle

The ontogenetic intelligence of nature regulates the evolution of living beings
based on the existence of a purpose, an active and entropic principle to grow and
an energy conservation principle to sustain the purpose.
Why Timeless?
The discovery of the ontogenetic intelligence of nature opened the
possibilities to deal with adaptive systems without needing to treat
them as systemic systems.
It established that every living being is regulated by an intelligence
that establishes its purpose, its active principle to evolve and its en-
ergy conservation principle to sustain its purpose.
It established that these elements in their oneness behave in a double
dialectical way: The purpose is put into action by the active function
having a relationship ruled by the supplementation law.
Peter Belohlavek

96
The purpose is sustained by the energy conservation principle having
a relationship based on the complementation law.
Evolution
Involution
Genotype
Purpose (*)
Phenotype (Freedom)
Maximal Strategy
Active principle
Functionality (Security)
Minimum Strategy
Energy conservation principle
Biological
Entities
the two dualistic
3
2
1
0 0
-1
Unicist Ontology of Biological Entities
The Unicist Ontogenetic Map in Unicist Standard Language

This discovery established the basics that allowed approaching adap-
tive systems based on their unicist ontologies and building their on-
togenetic maps which emulate the ontogenetic intelligence of nature.
The ontogenetic maps remain unchanged as long as a function exists,
for example negotiation, leadership, strategy, etc.
Why Cross-cultural?
The discovery of the anthropological (cultural) invariables allowed
explaining human essential behavior.
These invariables are, on the one hand, the human need for security
and freedom and, on the other hand, the alternative trend towards
expansion or contraction. This was modeled in the double pendular
behavior of humans that allows apprehending human evolution at an
essential level.

97
Unicist Double Pendulum
Expansion
Contraction
Security
Freedom
Copyright Peter Belohlavek / The Unicist Research Institute

The research on human intelligence and the discovery of ontointelli-
gence, defined by ethical intelligence, the type of thought and strate-
gic intelligence, allowed explaining how humans deal with adaptive
systems.
It defines the depth, amplitude and timeframe an individual can man-
age in the field of adaptive systems.
The ontogenetic maps are cross-cultural because their structure is
based on the anthropological invariables which makes them self-
evident in any culture.
How does human double dialectical behavior work?
The Unicist Dialectics allows dealing with human adaptive systems
managing the integration of their double dialectical behavior.
With this double dialectical approach (purpose - active function, pur-
pose - energy conservation function) one can understand the structure
of an adaptive system and its evolution.
Unicist Dialectics is based on the emulation of adaptive systems, emu-
Peter Belohlavek

98
lating the ontogenetic intelligence of nature (purpose, active principle,
energy conservation principle).
Its application to human adaptive systems made the emulation of
individual, institutional and social evolution possible.
Purpose
Active & entropic
function
Purpose
Energy conservation
function
Purpose
Energy conservation
function
Active & entropic
function
Unicist Double Dialectical Behavior
AND
AND
AND
Integration
A A
B
C
C
A
B

Unicist 5 click Strategy
This is an ontogenetic map based
system that uses implicitly the double
dialectics to define the object driven
marketing approach.
It allows monitoring commercial
actions with potential clients when
developing maximal strategies to
expand. It has been simplified to work
as a tool and a demonstration of the
possibilities of this technology:
http://www.unicist.net/bees


99
To approach a reality integrated by three elements with a dualistic mind it
is necessary to consider it as a dualistic integration of binary elements. To
perceive dialectics it is necessary to have a high abstraction capacity.
Those who do not have the abstraction capacity consider the dialecti-
cal behavior based on observable facts of reality. They cannot differ-
entiate essential correlations from cause-effect relations.
Individuals who have the necessary functional intelligence and the
will to add value to an environment, and are able to see the double
dialectics, develop two different actions to ensure results: on the one
hand, they impulse action and on the other hand, they develop ac-
tions to inhibit entropy.
Individuals who approach reality using unicist thinking define strate-
gies based on taxonomies and planed actions to influence the envi-
ronment.
Brief History of Modern Dialectics
Modern dialectics began based on an idealistic and materialistic vol-
untaristic approach to reality (Hegel Marx).
Simple dialectic developed as an explanation of the evolution of hu-
man idealism and as the grounding of human materialism.
This is the way of natural dualistic thinking. It produces rationalistic
conclusions of reality that sound incredibly simple and make the
producer feel extremely powerful in the sense that with a push it is
possible to change an existing reality.
The Unicist Dialectic is based on the mental emulation of the onto-
genetic intelligence of nature that allows a valid emulation of adap-
tive systems. Its application to human adaptive systems made the
emulation of individual, institutional and social evolution possible.
Peter Belohlavek

100
Hegels and Marxs Dialectics
Dialectic as defined by Hegel is contradictory with the concept of
complex systems. Complex systems are integrated based on the con-
junction and, and their evolution includes the complementation
between the apparent opposites.
This dialectical thinking of Hegel, who considers the synthesis as a
result of the opposition between a thesis and an antithesis, permits
the construction of parallel realities based on the disintegration of the
real world and the construction of a world where the limitless evolu-
tion of ideas drives towards an ideal.
Hegel builds an apparently upgrading fallacy.
Marxs perceives the fallacy implicit in Hegels approach but he can
not get rid of his dualistic approach to reality and his need to build a
better future that only depends on the promotion of an adequate an-
tithesis.
But his materialistic approach hindered him to accept an ethic of
added value in the real world.
He built a dialectic based on the definition that thesis is given by an
existent myth and the antithesis is a utopia that will change the myth
creating a new environment. This implied considering that the utopia
is a response to the existing myth.
But in real life, myths limit utopias, sustaining an underlying purpose
which is considered a taboo.
Utopias are not responses to myths but reactions to taboos. They are
born to change an existing purpose to be achieved.
Marxist dialectic drove to human declination because the fallacy he
had built required materialistic absolute ideologies to sustain it.

101

Annex II

Basic Foundations

102
Homology between the unicist ontological
structure, the atomic structure and biology

The objective of this synthesis is to provide the framework of the
consistency between the unicist ontological approach and hard sci-
ences to demonstrate not only that they are compatible but also their
homology.
The Unicist Ontology

The unicist ontology describes the nature of reality with the structure
and rules of the ontogenetic intelligence of nature. Thus it has a logi-
cal structure that allows guiding the individual in the search of the
nature of something and providing the necessary language to de-
scribe it.
The ontogenetic maps describe the unicist ontological structures of
the functions of some reality. These maps define the essential driv-
ers, catalysts and inhibitors which define the natural actions of these
functions.
Introduction

After the unicist ontology has been apprehended, it becomes evident
that its structure is homologous to the structure of atoms and biology.

This homology allows dealing with the nature of the complex aspects
of all sciences using the same unicist ontological structure defined by
the ontogenetic maps to define the concept of what is needed to de-
velop with a fully reliable approach.

103
Engineering, electronics, information technology, behavioral sci-
ences, anthropology and architecture among other application fields
need to use the unicist ontological structure and the corresponding
ontogenetic maps in order to be apprehended in their nature. Without
them concepts are just ideas and not concrete structures to be fol-
lowed.

Synthesis

The ontogenetic intelligence of nature defines that every living be-
ing has a purpose, an active principle and an energy conservation
principle.

Learn more at:
http://www.unicist.com/books-pages/en/wp_ontogenetic_intelligence_en6s.php

I mplicit Axiom of the Unicist Ontology of Evolution
Central Value
Purpose
Antithetic Value
Active principle (Entropy)
Homeostatic Value
Energy conservation principle
Supplement
Complement
Functional Zone (intrinsic concepts)
Credibility Zone (ext rinsic concepts)
Ut opia Point
The Ontogenetic Intelligence of Nature

Peter Belohlavek

104
The purpose can also be defined as the substantive function, the ac-
tive principle as the verbal function and the energy conservation
principle as the adverbial function.

In physics atoms are defined by having a central nucleus, composed
by positively charged protons and neutral neutrons, surrounded by
negatively charged electrons.

Atomic Structure

The positively charged protons are homologous to the substantive
function, the neutral neutrons are homologous to the adverbial func-
tion and the negatively charged electrons are homologous to the ver-
bal function. An atom, having an equal number of protons and
electrons, is electrically neutral.

Living beings are continuously evolving and involving which implies
that there is always disequilibrium between their purposes and their
active functions which is homologous to the disequilibrium of pro-
tons and electrons.

105
A Unicist Ontogenetic Map
Evolution
Involution
Substantive
Function
Purpose (*)
Verbal Function
Active function
Adverbial Function
Structure of a
Unicist Ontology
the two dualistic
3
2
1
0 0
-1

This disequilibrium is what defines the energy and the influence of
an ontogenetic structure in the environment.

The active function and the purpose are antithetic and supplementary
implying that both are charged with energy.

The energy conservation function and the purpose have a comple-
mentary relationship which is evident in atoms where the neutrons
allow the integration of the protons.

The mass of an element is basically given by the nucleus of an onto-
logical structure meaning that the mass is given by the purpose and
its complementary energy conservation function. But the evolution of
a living being is given by the power of the active function in the en-
vironment.
The Unicist Ontology of Biological Entities
The unicist ontology of a biological entity defines its structure and
functionality in an environment.
Peter Belohlavek

106
The genotype defines the genetic structure of the entity that rules its
evolution and generates the phenotype of the being. The objective of
the genotype is to ensure the permanence of species, its reproduction
and production.
The phenotype defines the morphologic, behavioral and materialistic
characteristics of the entity.
It defines the functional characteristics, the functional power of the
entity and the functional assurance.
Functionality defines the effectiveness of the phenotype measured as
the consequence of the adaptation of the biological entity to the envi-
ronment.
Unicist Ontology of Biological Entities
Genotype
Purpose (*)
Phenotype
Maximal Strategy
Active function
Functionality
Minimum Strategy
Biological
Entities
3
2
1
0
emulating nature and makes
the integration of the two dualistic
The numbers 0 1 2 3
represent the steps (rules)
of the Unicist Ontogenetic
Algorithm.
Supplementation
Complementation

Functionality is measured in the capacity of adapting and growing on
the one hand, and surviving, on the other hand.
The understanding of the ontology of biological entities helps to
follow the laws of nature when dealing with genetic engineering

107
processes and use it to apprehend the nature of beings with artificial
life such as institutions.
Conclusion
This homology is just a demonstration that beginning with physics,
continuing with biology and ending with human behavior the essen-
tial structures of these fields are necessarily compatible and homolo-
gous.
This implies that any modeling, emulation or simulation of an entity
has to be based on this triadic structure integrated by the complemen-
tation and supplementation laws. The functionality of the DNA is an
evidence of this structure.
Dualistic approaches are essentially fallacious because they are nec-
essarily based on a ceteris paribus condition which can only be used
in stagnated environments. The more adaptive a system is, the
more paradoxical the results of using dualistic approaches are.
Access the complete basic foundations at:
http://www.unicist.org/sdp.shtml

108

Glossary
Main Signifiers and Signifieds
of the Unicist Standard Language (USL)

109
Unicist Glossary
Action guide
It is the homeostatic element of a concept (see complementariness). It avoids the
modification of the purpose of a concept promoted by the utopia.
Added value
It is the incremental value added by an agent to a given reality.
Adverbial function
Is the homeostatic function that sustains the substantive function to avoid the modi-
fication posed by the verbal function (See complementariness)
Analogous experiences
They are those with a similar functionality.
Analogous
Two elements are analogous when they have the same operational functionality.
Considering the function of flying, a bird and a plane may be considered analogous.
Anticoncept
An anticoncept is a conceptual structure that has the purpose of destroying a con-
cept. It is sustained by fallacies and is the basis of paradoxical behaviors. When a
concept and its anticoncept join, they both disappear.
Antithetic value
It is the verbal function of a concept. It functions according to the law of supple-
mentarity (See supplementarity).
Appropriated value
It is the value obtained by a system, due to its action in the environment.
Archetype
Is the conceptual structure of automatic behaviors that underlies and sustain spon-
taneous responses of individuals, groups or cultures.
Argument
It is an opinion that includes no groundings about a certain reality. It is an affirma-
tion or a negation based on a subjective perception of reality.
Attractors
According to the chaos theory, attractors are elements that structure chaos. There
are point, cyclic, torus, and strange attractors. Strange attractors are the drivers of
complex systems functionality.
Central value
From a logical point of view, it is the purpose of a concept.
Peter Belohlavek

110
Chaos
It is an unpredictable situation for observers and participants.
Complementariness
It is an interdependent relation between two elements, actions or ideas. Each one
of these elements has what the other element requires and they both have a coinci-
dent element.
Complex Systems
They are system that structure open unified fields. The results of complex systems
are unpredictable for ordinary people.
Concept
It is the logical or pre-logical structure that regulates beings with real or virtual life.
It is also defined as the driver of complex systems.
Contraction
It is a conceptual function whose aim is to avoid that the death instinct prevails
over the life instinct. Thanatos prevails in contraction.
Contractive function
It is the function that intends to avoid the destruction of a system (simple or complex).
Credibility zone
It is a participants perception of the functional concept of a reality.
Cross-cultural invariables
They are human functional structures that are homologous in different cultures,
such as the need for security and freedom.
Dehumanization
It is a kind of anticonceptual functionality. Functional actions become self-fulfilling and
generate a materialistic behavior.
Disequilibrating element
It is the synonym of the antithetic element. (See supplementarity)
Drivers
They are the functional concepts that define the evolution of a given reality. They can
be assimilated to the strange attractors defined by the theory of chaos.
Dual thinking
It is the natural and basic way of human thought. Human beings use dual thinking
when they are overwhelmed by facts.
Effectiveness
It is the integration of efficiency and efficacy.


111
Efficacy
The capacity of humans to produce results responsively.
Efficiency
It is the potential capacity of simple or complex systems to produce results.
Equilibrating element
It is the synonym of the homeostatic element. (See complementariness)
Essential concept
It is the deepest concept that structures a particular unified field. It is the struc-
ture of information that regulates the most essential behavior of complex systems
and defines its long-term evolution.
Ethics
Rules of behavior for individuals, groups, institutions and cultures. Ethics has a
functional structure, a dominant moral and is sustained by an ideology.
Evolution stages
Stages that describe the evolution cycle of a situation in which ontogenesis and
phylogenesis are redundant.
Evolution
It is the ascendant cycle measured in terms of the improvement of species.
Expansion
A situation in which growth and life-instinct prevails.
Expansive function
It is the function that impulses the expansion of a simple or complex system be-
yond the limits of its unified field.
Extrinsic concepts
They are the concepts given by humans to elements, actions, ideas, facts or objects.
They are described by their structural functionality and at the same time define it.
Fallacy
False perceptions built upon a logical structure. When individuals beliefs and
needs prevail when making a judgment, fallacies are unavoidable.
Falsification
It is a process that seeks to prove that a hypothesis is false. When something cannot
be proven to be false it is considered not-false. In common language it is called to
be true.
Foundation
It is an argument that contains reasonable, comprehensive, and verifiable information.

Peter Belohlavek

112
Freedom
It is an internal structure that allows individuals to adapt to changing realities in a
responsible way.
Functional concepts
They are the drivers of the behavior of living beings with real or virtual life. They
describe the functional structure of complex systems.
Functional structure
The functional structure describes the structural relations within a simple or com-
plex system. The functional structure of a complex system is given by the concep-
tual structure that regulates its evolution.
Functionality zone
It is the description of an intrinsic concepts functioning.
Gravitational forces
They are the external forces that influence the evolution of a unified field.
Homeostatic value
It is the adverbial function of a concept. It limits the action of the antithetic value
avoiding the modification or mutation of the concept (See complementariness).
Homologous
Two elements are homologous when they have the same essential characteristic. A
whale and a dog are homologous, in the sense that they are both mammals.
Hygienic
It is an element necessary for a situation but which has no added value.
Idea
It is an intellectual structure of a reality. It is functional to the approaching of con-
cepts for individuals with dominant analytical thought.
Instability zone
It is the place where the functional structure of a concept destabilizes. There are
two instability zones:
a) The situation in which the lack of energy produces the loss of functionality or
credibility.
b) The utopia point. It is the absolute point where reality vanishes.
Integrative thinking
It is an Intellectual approach to reality based on the conjunction and. It does not
consider the disjunction or.
Intrinsic concept
It is the regulator of a complex system, whether it has real or virtual life.

113
It defines the functionality of the complex system and does not depend on the per-
ception of the observer.
Intrinsic
It is an internal functionality of a given reality whose existence is not conditioned
by others perception.
Involution
It is a degradation cycle of a reality in terms of the evolution of species.
Life style
It describes the adaptation of an individual to cultural mandates. His adaptive be-
havior involves the cultural values, the archetype and the dominant strategic style.
Maximal strategy
The maximal strategy is the one depending on the environment. In this case the
influence of a person, group or institution is insufficient to assure the result of a
strategic action.
Minimal strategy
In this case, the result of a strategic action depends on the individual, group or institu-
tion exerting this influence.
Moral
It is a conceptual structure that aims to satisfy the needs of a culture, the necessity
of transcendence and the needs of individuals.
Myth
It is an adverbial function that limits the action of individuals within cultures to
assure the purpose of the evolution of species.
Object
An element containing a concept, a purpose to be achieved and a quality assurance
function.
Objects library
A structure that contains objects designed to be used in simple or complex systems.
Cognitive objects organize the objects library when a system is complex.
Operational concept
It integrates two of the elements of a concept: it integrates the action (verbal func-
tion) within the limits of the adverbial function. The purpose of the concept is
considered as given.
Opinion
It is a judgment of something. The opinion is basically subjective. When it is
grounded it is called a foundation.
Peter Belohlavek

114
Over-contraction
It is a situation in which destruction is challenged. It produces the implosion of the
system.
Over-expansion
It is a situation in which destruction is challenged. It produces the explosion of
the system.
Paradoxical functionality
A functionality that achieves opposite results from what apparently is seeking to
achieve.
Preconcepts
Individuals stratified conceptual structure, based on former experiences, created to
avoid personal risks. They are a natural approach to reality based on automatisms.
Procedure
In functional terms, it is the active part of the conceptual structure.
Purpose
It is the final objective of a concept. It is the substantive function of a given reality.
Reflection
It is a process to apprehend a given reality that begins with a projection of an
individuals opinions. Having solved the conflict of the projections, reality has to
be introjected. It comes to an end when the internal and the external reality are
homologous. This approach occurs within the unified field of an actual action.
Security
It is the need of human beings to attain an internal structure to avoid chaos or de-
pression.
Social capital
It is the system of relations that defines the synergy of a group or culture. The
strength of relations, when seeking for an objective, defines social capital.
Strategic stereotype
It is the name given to a stratified strategic style. In this case, a person loses its
ability to adapt to reality, feels its survival threatened and seeks to obtain benefits
from the environment.
Strategic style
It describes the way a person influences the environment and the way he manages
the influence of the environment.
Strategic thinking
It is a intellectual approach to influence complex realities

115
Structure of a concept
From a logical point of view, the structure of a concept is given by its central
value, its antithetic value and its homeostatic value.
From a semantic point of view, the structure is given by a substantive function, a
verbal function and an adverbial function.
From a functional point of view, the structure is given by a purpose, a procedure
and an action guide.
From a social point of view, the structure is given by a taboo objective, a utopical
function and a mythical structure.
Structure of functional concepts
It is the structure of drivers regulating the evolution of a complex system.
Sub-concept
It is a complex sub-system within a complex system.
Subsistence
It is the description of a situation in which individuals, institutions or cultures have
a security framework to assure their survival.
Substantive function
From a semantic point of view, it is the function that defines the purpose of a con-
cept.
Supplementarity
It is a relation between elements with redundant purposes and verbal functions,
having a different homeostatic element. One of the elements has a superior myth
that challenges the evolution of reality.
Survival
It is a situation in which the individual perceives his life is being threatened. It can
be real or not.
Taboo
It is a socially unacceptable situation. Accepting taboos implies generating chaos.
True
It is the situation in which the functional reality and its perception merge. From a
transcendental point of view truth represents the absolute. The absolute implies the
existence of the conjunction and with absence of the disjunction or.
Type of thought
It describes the structure of the mental process to approach reality. There are four
types of thought to approach reality: the operational, the analytic, the scientific and
the conceptual.
Peter Belohlavek

116
Typology
It defines a particular characteristic of the collective unconsciousness of a culture,
segment or individual, based on their ultimate purposes.
Unicist dialectic
It is the description of human double dialectics. On one hand, there is the dialect of
the central value and the antithetic value. And on the other hand, there is the dia-
lectic of the central value and the homeostatic value. Instantly, both relations inte-
grate themselves to achieve the purpose of the central value.
Unicist logic
A logical structure based on the conjunction and to apprehend complex realities.
It excludes the disjunction or.
Unicist Ontology
It describes the concept (nature) of a given reality considering its functional unique
structure. Although the ontology of a given reality is unique the perceptions within
the structure might be multiple. These multiple perceptions define the credibility
zone of the concept.
Unicist
It is an operational, scientific and philosophic approach to reality. It considers
reality as a concept driven unified field.
Unified field
It is a specific portion of a reality to be influenced that works as an open system
and requires the definition of arbitrary limits to make it functional.
Utopia point
It is the condition of a reality when it turns out to be absolute. On the utopia point
reality ceases to exist.
Utopia
It is an idea that seeks to improve a situation (a no-place en terms of its etymology).
Verbal function
From a semantic point of view, it is the function that defines the actions and
establishes the utopias of a concept.
Vital functionality
The final purpose of living beings.
Vocation
It is the identity of an individual to fulfill his life plan consciously.

117
About the Author

Peter Belohlavek was born in Zilina, Slovakia, in 1944. He is the
author of The Unicist Ontology of Evolution and models applied to
Future Research and Strategy in the Social, Institutional and Individ-
ual fields.
Peter Belohlavek (born April 13, 1944) is the author of The Unicist
Ontology of Evolution and models applied to Diagnoses, Strategies,
Organization and Future Research in the Social, Institutional and
Individual fields. He was born in Zilina, Slovakia.
He developed the Unicist ontological approach to complexity science
to research and manage human complex adaptive systems and the
unicist methodology for the research of complex systems. The four
basic pillars of his research are the ontogenesis of evolution, the an-
thropological invariables and their evolution, the ontointelligence,
and the double dialectical behavior.
Scientific applications of the Unicist Ontogenesis of Evolution
In Scientific Research - 1980: Development of a unicist ontological
methodology for complex systems research, substituting the systemic
approach to research adaptive systems.
In Life Sciences - 1988: Discovery of the functional structure that
regulates evolution and the unicist ontological structure of living
beings as a unified field. 2006: Discovery of the unicist ontological
algorithm of evolution and involution. 2008: Discovery of the two
types of integration, complementation and supplementation, of ele-
ments in complex adaptive systems.
In Complexity Sciences 1998: Development of the unicist ontol-
ogy emulating the ontogenetic intelligence of nature. 2003: Discov-
ery of the anti-concepts that work as antimatter. 2006: Development

118
of objects to manage human adaptive systems emulating the structure
of nature. 2011: Discovery of the unicist ontology of complex adap-
tive systems.
In Information Sciences 2002: Development of unicist ontoge-
netic based ontologies replacing the empirically structured ontolo-
gies.
In Future Research and Strategy - 1984: Modeling of the onto-
logical structures that allow inferring the evolution developing the
ontogenetic maps of human adaptive systems.
In Logic - 1986: Development and formalization of the integrative
and the unicist logic.
In Anthropology - 1986: Discovery of the invariables of human
behavior. 1997: Discovery of the double dialectical behavior. 2008:
Discovery of the anthropological lifestyles. 2010: Discovery of the
institutional and social viruses. 2012: Discovery of the stagnant sur-
vivors role in societies. 2012: Discovery of the unicist ontological
structure of aptitudes, attitudes and intentions.
In Economic Science - 1989: Discovery of the unicist ontological
structure of Economics. 1998: Discovery of the unicist ontological
algorithm of the price elasticity of demand. 2004: Discovery of the
ontogenetic structure of economic models and their functionality.
2011: Discovery of the ontology of currency and inflation. 2012:
Discovery of the ontology of the industrialization level. 2012: Dis-
covery of the unicist ontology of the overcoming of scarcity. 2012:
Pricing of Futures and Options.
In Political Science - 1990: Development of the ontological algo-
rithm and the ontogenesis and phylogeny of ideologies and their
functionality.
In Social Sciences - 1993: Discovery of the collective unconscious
and the unicist archetypes of cultures. 2012: Discovery of the role of
stagnant survivor elites in the stagnation of segments or cultures.

119
In Linguistics 2004: Discovery of the unicist ontological algo-
rithms of natural, ambiguous and figurative languages and the unicist
ontology of words.
In Mathematics - 1996: Development of the conceptual basis of
interdependent, dependent and independent variables.
In Philosophy - 1994: Development of the unicist ontology integrat-
ing philosophy, science and action in a unified field. 1997: Refuta-
tion of Hegels and Marxs dialectics and the formulation of the laws
of the double dialectics.
In History - 2000: Development of a historical analysis methodol-
ogy based on the unicist double dialectics.
In Cognitive Science - 2001: Development of a methodology to
construct knowledge with existing information through an integrative
logic. 2002: Development of the unicist reflection methodology to
deal with the nature of reality. 2006: Discovery of the object driven
organization of mental processes and the development of cognitive
objects. 2008: Development of the ontological algorithms of funda-
mental analysis.
In Education - 1979: Discovery of the ontogenetic algorithms of
learning which has given scientific sustainability, amongst others, to
Piaget.
In Psychology - 1984: Discovery of human ontointelligence to deal
with adaptive systems. 2003: Discovery of the unicist ontological
structure of fallacies, the functionality of anti-intelligence and anti-
intuition. 2004: Discovery of the double dialectical thinking process.
2005: Discovery of the unicist ontology and evolution laws of human
essential complexes. 2011: Discovery of the ontology of conscious
behavior. 2012: Discovery of the ontology of complementation of
thinking processes.
He is the founder of The Unicist Research Institute (TURI), a global
research organization specialized in complexity sciences focused on
the research of the evolution of complex adaptive systems.

120
TURI has a business arm, the Unicist Confederation, which provides
ontology based and object driven technologies for businesses, and an
academic arm, The Unicist Corporate University, which develops
business residencies to learn to manage diagnoses, strategies, sce-
nario building and business modeling.
The trigger for his turning point
In 1975, being an executive at Siemens, he was kidnapped by the
leftist guerrilla. After the kidnapping, he was pursued by rightist
military forces because of being a possible freedom-fighter. These
extreme experiences changed the goals of his life forever and drove
him to develop works that allowed dealing with the complexity of
human adaptive systems.
His works
He is the creator and developer of The Unicist Theory, which is
based upon his discovery of the Ontogenetic Intelligence of Nature.
Both, his discovery and models are the basis of natural laws to ex-
plain evolution.
His basic background is in Economic Sciences. He developed re-
search and studies in the fields of Management, Anthropology,
Economy, Education, Epistemology, Psychology, Sociology and Life
Sciences.
He dedicated his life to the research in complexity sciences, focused
on the research of evolution in the fields of Human Behavior, Econ-
omy, Social Behavior and Management.
His work includes universal matters such us the Ontology of Evolu-
tion, The Ontogenetic Intelligence of Nature, the Structure of Con-
cepts, the Laws of Evolution, the Structure of Logical Thinking and
the structure of Ethical Intelligence. Until December 2011, he has
developed more than 4,200 researches.

121
Peter Belohlaveks research works include: Basic Research, Concep-
tual Developments, Scientific Developments, and Development of
Cultural Archetypes.
The work included the development of a standard. The Unicist Stan-
dard developed defined the structure of procedures and norms to
manage the unicist ontological methods.

Main companies that participated in the research
The main companies that participated in the research, development and
became users of the Unicist Object Driven Business Technologies are:
ABB, A. G. Mc. Kee & Co., American Express, Apple Computers,
Autolatina (Ford-Volkswagen), BankBoston, BASF, Bayer, Brahma,
Ciba Geigy, Cigna, Citibank, Coca Cola, Colgate Palmolive,
Deutsche Bank, Diners Club, Federacin Patronal de Cafeteros de
Colombia, Glasurit, Hewlett Packard, IBM, ING, Johnson & Son,
Lloyds Bank, Massey Ferguson, Merck, Monsanto, Parexel, Pirelli,
Renault, Sandoz, Shell, Sisa (Citicorp), Telefnica, TGS, Worthing-
ton, Xerox, YPF (Repsol).

Globalization & Main cultural archetypes of countries
The unicist ontological approach to globalization is synthesized in
Peter Belohlaveks research works and publications and in the devel-
opment of his global activities since 1964:
Unicist Country Future Research - The Power of Nations - Unicist
Anthropology - Unicist Country Archetypes - The Nature of Diplo-
matic Power - The Nature of Dissuasion Power - The Nature of Eco-
nomic Power - The Nature of Ideologies - The Nature of Social
Power Globalization: The New Tower of Babel? - Fundamentalism:
The Ethic of Survivors.

122
Main archetypes
Argentina, Australia, Belgium, Brazil, Canada Chile, China, Colom-
bia, Costa Rica, England, Finland, France, Germany, Holland, India,
Israel, Korean Republic, Mexico, New Zealand, Italy, Japan, Nor-
way, Peru, Poland, Russia, Saudi Arabia, Slovakia, Spain, Sweden,
Switzerland, Uruguay, USA, Venezuela.
Researches in the field of social behavior
Abstracts of the main discoveries in social behavior:
The Unicist Ontology of the Collective Unconscious The Unicist
Ontology of Democracy The Unicist Ontology of Economic Behav-
ior The Unicist Ontology of Economic Growth The Unicist On-
tology of Fundamentalism The Unicist Ontology of
Fundamentalists The Unicist Ontology of Historical Evolution
The Unicist Ontology of Ideologies The Unicist Ontology of Life-
styles The Unicist Ontology of the State-Nation The Unicist ap-
proach to Scenario Building The Unicist Ontology of a Countrys
Social Scenario The Unicist Ontology of a Countrys Economic
Scenario The Unicist Ontology of a Countrys Political Scenario
The Unicist Ontology of Expansive and Contractive State Actions
Unicist Ontological drivers of the Evolution of Countries The Uni-
cist Ontology of the Operational Power of Nations The Unicist On-
tology of countries' cultural change Unicist Anthropology The
Unicist Ontology of Globalization and Sustainable Development
The Unicist Ontology of the Social Power of Nations The Unicist
Ontology of the Unicist Anthropology The Unicist Ontology of
Social Myths The Unicist Ontology of the Power of Diplomacy
The Unicist Ontology of the Dissuasion Power of Nations The Uni-
cist Ontology of Countries Archetypes The Unicist Ontology of
the Power of Nations The Unicist Ontology of Social and Individ-
ual Ideologies.

123
Researches in the field of institutions and businesses
Abstracts on the main discoveries in the field of businesses and institutions:

The Unicist Ontogenetic Algorithm The Ontology of Institutions
The Ontology of Enterprises The Ontology of Entrepreneurs The
Taxonomy of Organizational Design The Unicist Design Method-
ology: Unicist XD The Unicist Ontology of Intellectual Capital
The Building of Human Capital: an ontological approach The Uni-
cist Ontology of Marketing Mix The Unicist Ontology of Family
Businesses The Unicist Ontology of Object Driven Value Genera-
tion The Unicist Ontology of Cognitive Objects Unicist Ontology
of In-Company Corporate Universities The Unicist Ontology of
Objects The Unicist Ontology of Functional Objects The Unicist
Ontology of Operational Objects The Unicist Ontology of Systemic
Objects The Unicist Ontology of Adaptive Systems for Work The
Unicist Ontology of Business Hackers The Unicist Ontology of
Business Process Modeling The Unicist Ontology of Business Vi-
ruses The Unicist Ontology of Diagnoses The Unicist Ontology of
the Factor Zero The Unicist Ontology of Quality Assurance The
Unicist Ontology of a Commercial Catalyst The Unicist Ontology
of Functional Segmentation The Unicist Ontology of Market Seg-
mentation The Unicist Ontology of Natural Organization The
Unicist Ontology of Human Process Catalysts The Unicist Ontol-
ogy of Client Centered Management The Unicist Ontology of Inno-
vation The Unicist Ontology of Insourcing The Unicist Ontology
of Outsourcing The Unicist Ontology of Research The Unicist
Ontology of Economic Growth The Unicist Ontology of Business
Synergy The Unicist Ontology of Object Driven Management The
Unicist Ontology of the Object Driven Organization The Unicist
Ontology of Business Objects Design The Unicist Ontology of Organ-
izational Design The Unicist Ontology of the Organizational Immune
System The Unicist Ontology of Proactive Responsibility Ontologi-
cal reverse engineering approach The Unicist Ontology of Social Vi-
ruses at Work The Unicist Standard for Business Objects Design.

124
Researches in the field of individual behavior
Abstracts of the main discoveries in individual behavior:
The Unicist Ontology of Ontointelligence The Unicist Ontology
of Fallacies The Unicist Ontology of the Ethical Intelligence The
Unicist Ontology of Anti-intelligence The Unicist Ontology of Re-
search Innovation Blindness Unicist Thinking: the Double Dialec-
tical Thinking The Discorvery of the Relation between Complexity
Management and Human Fears The Unicist Ontology of Universal
Strategy The Unicist Ontology of the Adults' Learning Context
The Unicist Ontology of Language The Unicist Ontology of the
Use of Words in the Building of Minimum and Maximal Strategies
The Unicist Ontology of Stagnant Survivors The Unicist Ontology
of Human Essential Complexes The Unicist Ontology of Oedipus
Complex and the Evolution of Species The Unicist Ontology of
Ambiguous Language The Unicist Ontology of Languages as Rea-
soning Structures The Unicist Ontology of Anti-intuition The
Unicist Ontology of Human Learning The Unicist Taxonomy of
Complex Problem Solving The Ontogenesis of Ethical Intelligence
The Unicist Ontology of Innovation The basics of Learning New
Skills to Solve Complex Problems The Unicist Ontology of Superi-
ority Complexes The Unicist Ontology of Fundamental and Tech-
nical Analysis The Unicist Ontology of Time Management and
Time Drivers The Unicist Ontology of Decision Making The Uni-
cist Ontology of Leadership The Unicist Ontology of Messages
The Unicist Ontology of Perception Fallacies The Unicist Ontology
of Reading the Nature of Reality The Unicist Ontology of Reflec-
tion The Unicist Ontology of Words Functionality The Unicist
Ontology of Ambiguous Perception.
Books published in English
1. Australias archetype
2. Brazils archetype
3. Butterfly Companies & their cure

125
4. Design of complex systems research
5. Dualistic Logic vs. Unicist Logic
6. Frances archetype
7. Fundamentalism
8. Germanys archetype
9. Globalization: the new tower of Babel?
10. Growth Crisis 2008-2010
11. Influencing Nature
12. Innovation
13. Institutionalization
14. Introduction to the nature of perception and credibility
15. Introduction to the unicist ontology of evolution
16. Introduction to Unicist Business Therapeutics
17. Introduction to Unicist Diagnostics
18. Introduction to Unicist Econometrics
19. Introduction to Unicist Market Segmentation
20. Introduction to Unicist Object Driven Entrepreneuring
21. Introduction to unicist thinking
22. Knowledge, the competitive advantage
23. Mind Traps that hinder personal evolution
24. Natural Organization of Outsourcing and Insourcing
25. Ontointelligence
26. Real Diagnostics vs. Paradoxical Diagnostics
27. RobotThinking
28. Swedens archetype
29. The Book of Diplomacy
30. The Ethic of Foundations
31. The Nature of Big Change Management
32. The Nature of Democracy
33. The Nature of Developed & Developing Countries
34. The Nature of Diplomatic Power
35. The Nature of Dissuasion Power
36. The Nature of Doers
37. The Nature of Economic Power
38. The Nature of Ideologies
39. The Nature of Social Power
40. The Nature of Unicist Business Strategy
41. The Nature of Unicist Object Driven Business Growth
42. The Nature of Unicist Object Driven Change Management
43. The Nature of Unicist Object Driven Institutional Immune Systems
44. The Nature of Unicist Object Driven Leadership
45. The Nature of Unicist Object Driven Management

126
46. The Nature of Unicist Object Driven Marketing
47. The Nature of Unicist Object Driven Organization
48. The Nature of Unicist Reverse Engineering for Object Design
49. The Origin of Human Fallacies
50. The Power of Nations
51. The Unicist Ontology of Ethical Intelligence
52. The Unicist Ontology of Evolution
53. The Unicist Ontology of Family Businesses
54. The Unicist Ontology of Human Capital Building
55. The Unicist Ontology of Network Building
56. Unicist Anthropology
57. Unicist Business Strategy
58. Unicist Country Archetypes
59. Unicist Country Future Research
60. Unicist Logic and its mathematics
61. Unicist Marketing Mix
62. Unicist Mechanics & Quantum Mechanics
63. Unicist Mechanics: Business Application
64. Unicist Object Driven Diagnostics
65. Unicist Object Driven Learning
66. Unicist Object Driven Management
67. Unicist Object Driven Marketing
68. Unicist Object driven Strategy
69. Unicist Ontogenetic Algorithms to solve business problems
70. Unicist Ontogenetic Intelligence of Nature
71. Unicist Ontology of History: Unicist Methodology for Historical Research
72. Unicist Ontology of Language
73. Unicist Ontology to deal with Adaptive Systems
74. Unicist Organization: Object Driven Design
75. Unicist Organizational Cybernetics
76. Unicist Personalized Education
77. Unicist Reflection: The path towards strategy
78. Unicist Standard for Business Change Management
79. Unicist Standard for Business Modeling
80. Unicist Standard for Leadership
81. Unicist Standard Language
82. Unicist Standard to deal with the Nature of Nations
83. Unicist Standard to deal with the Nature of Personal Evolution
84. Unicist Standard to Learn to Develop Strategies
85. Unicist Standard to Manage the Nature of Businesses
86. Unicist Standard to Research and Develop Adaptive Systems
87. Unicist Standard to Research the Nature of Human Adaptive Systems

127
88. Unicist Standard: The limits of personal possibilities to deal with Adap-
tive Systems
89. Unicist Ontology of Evolution For All
90. Unicist Thinking
91. Unicist Organization: Ontology based and Object driven Organization
92. Unicist Business Objects Building: An Ontology based and Object driven
Technology
93. Unicist Business Strategy: Ontology based and Object driven Business Strategy
94. Unicist Marketing: Ontology based and Object driven Marketing
95. Unicist Business Therapeutics: Ontological based and Object driven The-
rapeutics
96. Unicist Business Diagnostics: The Compendium of Ontologies for Busi-
ness Diagnostics
97. Unicist Standard Language: To design, build and manage Human Adap-
tive Systems
98. Unicist Country Scenario Building: Ontology based Country Scenario Building
99. The Ontogenesis of Knowledge Acquisition: The Unicist Ontology of
Human Learning
100. The Ontogenesis of Evolution: The Unicist Ontology of Evolution
101. Complexity Science: Unicist Research & Design of Human Complex A-
daptive Systems
102. Unicist Business Architecture
103. The Path of the Architect
104. Peopleware: The Integrator of Hardware and Software
105. Unicist Confederation: Cooperation in Diversity
106. Unicist Reflection to focus on solutions
107. Development of Consciousness through Action
108. Unicist R&D of Adaptive Systems in Business
109. The Unicist Approach to Businesses

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