The archetype of China is a unique case of a culture that has the capacity to grow based on the internal consistency of its model, a model that became complementary to the globalization process.

We strongly recommend watching the following video: http://www.youtube.com/watch?v=2mRlgQKWlnQ

China’s Structure

China is a culture based on the consistency of the social and individual efforts and the capacity of accepting trade-offs to achieve the goals of the country.

The Chinese model has to be understood in itself without comparing it with other countries. It has multiple economic models working simultaneously. It is neither a communist nor a capitalist model. It uses multiple unique solutions which imply permanent trade-offs between the different models to achieve its growth.

The Communist Party can be considered as homologous to the ancient nobility in Europe but representing the interests of China as a country and the needs of its population.

Entering the Communist Party needs to be earned because within the party there has to be an ideological consistency to allow a democratic behavior. The Communist Party is the “Establishment” of China.

Confucius’ Concept

Confucianism is a functional philosophy for a culture that needs to grow in a context of an extremely large country with a large population. Order is necessary to sustain consistency.

Minorities in China have to behave within the limits of the explicit and implicit Chinese model. Censorship and self-censorship are a need to avoid that the culture loses its consistency. But although censorship becomes necessary in this context, it is also the implicit weakness of the Chinese archetype.

Cultures evolve based on their implicit weaknesses. Therefore, a generational change can be expected in this field depending on the new trade-offs the culture will make.

A Shielded Culture

China has been, is and will be a shielded archetype, protecting its culture and beliefs in order to ensure its consistency and allowing making the necessary trade-offs to grow.

This shield was represented by the Chinese Wall in the past, and now it is represented by the multiple regulations that establish the framework of the country.

Maximal Strategy

The maximal strategy of China is driven by the working capacity of the culture and the catalyst for the minimum strategy is their cultural shield that ensures the consistency of its actions. The cultural shield works as a protection from foreign influence and internal distortions.

Minimum Strategy

The minimum strategy is driven by the individual working capacity of its population. The entropy inhibitor, to ensure the achievement of growth, is the ideological shield that ensures the focus of the efforts on the objectives that are being achieved.

The personal capacity of making trade-offs is installed in the population and makes individuals extremely focused achievers.

To apprehend the Chinese archetype it is necessary to understand Doers, avoiding ideological, religious or social comparisons. China was, is and will be unique. China doesn’t base its expansion on exporting culture, but on exporting products.

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Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

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We invite you to apprehend the nature of China’s archetype. But consider that it is necessary to avoid comparisons with other cultures.

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

If you are really interested in understanding the Chinese archetype we recommend listening to the lecture you find at:
http://www.youtube.com/watch?v=2mRlgQKWlnQ

We strongly recommend “reading between lines” to apprehend the fundamentals of the culture. Access the information on the unicist ontology of economic behavior at: http://www.unicist.org/papers/ontology_economy_en.pdf

Only if the culture is within the limits of your “WE” you will be able to perceive aspects of the Chinese archetype.

Next week you will have access to the essential aspects of China’s culture on this blog.

Access the unicist standard contained in the Unicist Business Search Engine:
http://www.unicist.com/

Request more information: n.i.brown@unicist.org

Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

The Archetype of the USA is a paradigmatic example of how a culture can be leading in the world while strengthening its identity.

For this case, it is strongly recommended listening to the lecture you can find at:
http://www.unicistinstitute.net/blog/unicist-future-research-the-archetype-of-the-usa/

Based on the research on the Archetype of the USA, its purpose is growth and its active function is given by the propensity to dare while achieving its “dream” within a credibility context.

The Maximal strategy implies that the culture is driven by daring actions to achieve its cultural “dream” within an institutionalized context.

The catalyst of the evolution of the American archetype is its institutionalization that accelerates its evolution. Institutionalization is materialized in the democratic rules of the society.

The icon of the cultural dream is the American Flag. Daring implies doing in terms of concrete operational actions to achieve growth and surpass the well-being achieved by the preceding generations.

The social pressure towards growth within a context of being a leading culture in the world generates uncertainty in the coming generations that fosters the need for addictions to avoid the responsibility to produce growth.

The minimum strategy of the archetype fosters thinking, driven by the personal objectives and within the limits of the personal credibility. That is why the USA archetype includes a multi-minority approach.

This minimum strategy provides the necessary context to develop hard technologies that sustain the economic activities of the maximal strategy.

Personal credibility is the entropy inhibitor of the American archetype. As wealth sustains the perception of security, personal credibility requires having solved the necessary financial situation that makes an individual credible.

Daring, dreaming, credibility and thinking integrated to achieve growth require a strong ethical environment that needs to be sustained by the judiciary system. Lying is unacceptable because it destroys the credibility and transparency of the archetype.

Understanding and respecting the archetype of the USA will be extremely useful to develop global and local businesses.

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Peter Belohlavek

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On April 13, 2010 the e-book “Unicist Theory of Evolution for all” by Peter Belohlavek will be presented with its applicative researches worldwide.

Peter Belohlavek was asked repeatedly in the last 30 years to publish a simple book that allowed the general public to take advantage of the unicist object driven strategies that resulted from the application of his theory in order to simplify their personal life.

Finally, at the beginning of this year, he accepted.

So we are pleased to inform you that on April 13 this one of a kind e-book will be available.

Please select your language and register now to receive a free access on April 14, 2010.

English: http://www.unicist.org/deb_utefa.php
Portuguese: http://www.unicist.org/br/deb_utefa.php
Spanish: http://www.unicist.org/es/deb_utefa.php

Access the unicist standard contained in the Unicist Business Search Engine:
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Request more information: n.i.brown@unicist.org

Press Committee

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

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Do you need to manage the nature of businesses because you need to expand the boundaries of your business?

Do you want to manage it because you need to expand but also have a minimum strategy?

Do you wish to introduce innovations that are necessary on the market?

Do you want to grow but also to increase your profit?

If more than one question is answered with yes we recommend taking a look at the Visual Guide to the Unicist Standard you can find at: http://www.unicist.net/index.php#vg

Access the unicist standard contained in the Unicist Business Search Engine:
http://www.unicist.com/

Request more information: n.i.brown@unicist.org

Martin Alvaro
Marketing Manager

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

Business-driven family companies and family-driven companies are highly conditioned by the family archetype of each culture and the solution given to the roles that this fulfills. In the cultures where the affective predominates over the economic and social role, families that have businesses are highly inefficient and are always at risk as they don’t stabilize as institutions (independently of their members).

In cultures where the roles are balanced, business-driven family companies and family-driven companies are distinct fundamentally for their capacity and speed of growth. Business-driven family companies grow more rapidly.

In cultures where the predominant roles in the family are social insertion and the economic role, families with companies have a powerful influence in the environment. Although structurally they have less capacity to grow, they compensate this with the influence exerted in the environment. In markets with imperfect competition they build very powerful empires.

When we are dealing with business-driven family companies we can state that they are more effective than family-driven companies in the active roles, which are hunting, where one goes out to seek the animal in the market, and agriculture where intensive activities are developed.

An efficiently organized business-driven family company is more effective in passive hunting where it works from the basis of the influence of the family brand, and passive agriculture where extensive is what counts.

Therefore each business-driven family company must know what market niche to occupy where it can best achieve results.

We want to highlight that in marginal markets with highly imperfect competition, these concepts have no effects in reality, which is managed by non-company relationships, where the family-driven company has the weight of the family in that society.

Access the complete information on Family Business Strategies at the Unicist Business Search Engine:
http://www.unicist.net/ubse.shtml

Request more information: n.i.brown@unicist.org

Martin Alvaro
Marketing Manager

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution.

If you would like to receive monthly information on this blog, please register here.

Producing implies adding value to the beneficiary of a product or service.

Peter Belohlavek’s e-book provides the natural laws of business strategy. We strongly recommend downloading and printing this book in order to use it as a bedside book until you manage the natural laws of business strategy.

It will shift your business life.

Some of the laws follow as an example:

1. The level of complexity of a production process has to be proportional to the simplicity of the functions.
2. The quality produced is analogous to the quality of life of those who participated in the process.
3. Craftsmanship production is based on personal satisfaction and improvement.
4. Industrial production is based on the existence of an institution that is above the personal identity of those who participate.
5. …..

You can access it buying the rights of use of the Unicist Business Search Engine: http://www.unicist.net/ubse.shtml

Request more information: n.i.brown@unicist.org

Martin Alvaro
Marketing Manager

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.

Toyota is upgrading the business by improving the destructive tests in its industrial process.

Traditional destructive tests are material tests which result in the destruction of the component.

Intelligent electronic systems linked to mechanical devices work as adaptive systems. The introduction of intelligent systems implies changing tests beyond the limits of the traditional destructive tests.

The destructive tests of the Unicist Standard deal with the objects included in a unified field of an adaptive system measuring the limits of the functionality of the object and the adaptive system.

Unicist destructive tests are necessary to confirm the limits of the functionality of adaptive systems.

Intelligent cars require upgrading their testing.

Learn more at: http://unicist.net/management/the-unicist-standard-for-business-upgrades/

Request more information: n.i.brown@unicist.org

Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.

Conceptual engineering is a basic approach to ensure the synchronicity of business processes to foster growth.

To ensure the adequate timing it is necessary to design the required speed of action and the incidental acceleration to take opportunities, solve problems and grow. There is no room for improvisation.

Learn more about timing and synchronicity at:
http://unicist.info/sdc-en/discovery-of-the-unicist-ontology-of-timing/

You can find information on the Unicist Standard  in the Unicist Business Search Engine: http://www.unicist.com

Request more information: n.i.brown@unicist.org

Peter Belohlavek

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity sciences applied to individual, institutional and social evolution.

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When dealing with adaptive / complex systems that have by definition open boundaries, individuals committed to find solutions need to understand the nature of the problem. And in order to understand the nature of a problem its ontology has to be understood.

The research on the UOIN was developed by Peter Belohlavek and started at the beginning of the 80’s. It was a step by step discovery based on the apprehension of the nature of social phenomena entering afterwards in the institutional and individual evolution. Its integration with biology and physics was the final stage that was achieved.

The ontogenetic intelligence is defined on one hand by a purpose and an action principle that puts the purpose into action sustaining its functionality and evolution or involution.  On the other hand, the same purpose is sustained by the energy conservation principle that complements the purpose to avoid it being changed by the action principle. You can download the e-book at:

English: http://www.unicist.org/deb_uoin.php
Portuguese: http://www.unicist.org/br/deb_uoin.php
Spanish: http://www.unicist.org/es/deb_uoin.php

The Ontology of Ontology

Living beings naturally transfer their functionality to the environment where they act, depositing functions that have the living being’s same logical structure and that generate the existence of extrinsic concepts.
Extrinsic concepts have the same logical structure but they are not implicit in inanimate beings; they are deposited by the living beings they are functional to. This is the origin of the ontology that has been used for many years in philosophy and now also in the field of systemic sciences, complexity science and to deal with adaptive systems. This is what unicist ontology is about.

Peter Belohlavek found that systemic methodologies did not apply to the research of complex systems where there is a conjunction of objects and/or subsystems. Influencing the future meant understanding the nature of a reality in its essence and not from an analytic-rationalistic approach.

To ”manage” the nature of businesses the understanding of the ontogenetic intelligence of nature is necessary. You are welcome to deal with the nature of reality in order to be able to develop diagnoses, scenarios, forecasts and strategies.  In the field of adaptive systems “playing by ear” produces paradoxical results.  The intuition has to be confirmed. This is just one case where the saying “hard training, easy combat” is confirmed.

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Executive Committee

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