79
Peter Belohlavek
The Book of Diplomacy About action, friction, lubrication and life
The reach of one’s globalization is defined
by the limit of the pronoun “WE”
3
Peter Belohlavek
The book of diplomacy: About action, friction, lubrication and life – 1st ed. -
Blue Eagle Group, 2006.
ISBN 987-1223-45-5
1. Anthropology. 2. Politics. I. Title
CDD 301 : 599.9
4
Life implies relationships.
Relationships are materialized in actions.
Actions generate frictions.
Frictions require diplomacy.
Diplomacy lubricates.
Lubrication makes life possible.
Inaction, in a moving world, is an action.
Passive resistance is a type of inaction.
Inactions produce extreme friction.
Inaction cannot be lubricated.
The extreme friction produces extreme heat
until the situation implodes.
.
5
Index
Introduction ..................................................................................................... 6 Diplomatic language ....................................................................................... 8 Part I : Essential Analogies ..................................................................... 10 About action and reaction ........................................................................... 12 About friction ................................................................................................ 15 About corrosion ............................................................................................ 19 About lubrication .......................................................................................... 21 About transmission of movement .............................................................. 27 About mechanic of fluids............................................................................. 29 About greases ................................................................................................ 31 Part II: About Advocating........................................................................ 33 Diplomacy and Advocacy ............................................................................ 34 The Functionality of Advocacy ................................................................... 36 The Roles to be Influenced ......................................................................... 38 Influential Actions ........................................................................................ 40 The Negotiation Process .............................................................................. 42 Part III: About Diplomacy ...................................................................... 44 When diplomacy fails… War has begun. .................................................. 54 Conclusion ..................................................................................................... 55 Annex: The Unicist Ontology of the Diplomacy of Nations ......... 56 Diplomacy is war in peace ........................................................................... 57 The fundamentals of diplomacy ................................................................. 59 Archetypes and diplomatic segments ......................................................... 61 The Taxonomy of a Diplomatic Strategy .................................................. 61 Cooperation Building defines the Power of Diplomacy ......................... 63 About the Author.......................................................................................... 67
6
Introduction
While in the developed world lubrication, diplomacy and homeostasis are considered
wisdom, in the underdeveloped world they are regarded as a weakness.
In the history of mankind, lubrication has been defined as what makes things possible on time and what makes things be sustained, minimizing its wearing out.
The term lubrication has been misused in some cultures. It has been assimilated to make things that should not occur, happen. In other cul-tures, it has been associated with corruption.
A basic condition for action is the managing of lubrication. Therefore, action-oriented cultures have developed great innovations in lubrication problems including both physics and personal relations.
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7
To enter the world of action, friction and lubri-cation we propose to do an exercise while read-ing this book.
This book includes a synthetic concept on each page, integrating physics, cultures and personal activities.
Lubrication will be apprehended after having in-tegrated the essential analogy between these three worlds.
We invite you to dive into the world of action in order to be able to enter lubrication and close the cycle to understand the world of every day’s diplomacy, so as to appreciate the value of lu-brication in life. This is the unicist approach.
8
Diplomatic language
Diplomatic language has one particular purpose which is to construct an environment of coop-eration on the grounds of a competitive context in which each side uses its power of dissuasion.
1) This language uses a reasoning structure that belongs to a higher level of ethics than the one being used in the context. This higher level of ethics implies using a higher level of logical structuring, adding more value and generating more influence on the environment.
The use of this language implies managing time beyond the immediate. This is why people be-lieve diplomacy is slower than what is needed.
2) Diplomatic language needs to be ambiguous, so as to give room to the dissuasion power without generating a confrontation conflict. The dissuasion power works as a taboo element so it can only be communicated in an ambiguous
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9
way. The ambiguous language is a conceptual language that integrates sides, because each side projects what it needs to hear. The management of ambiguity has given birth to jokes on diplo-mats.
3) In the diplomatic language the role of an in-dividual is separated from his/her person. This way there can be conflicts between roles with-out affecting the personal relationships. In the same way, institutional matters are generally separated from personal issues and State mat-ters are separated from governmental issues.
Diplomatic rituals and protocols imply that the cooperation spaces generation role is independ-ent from who is in charge. This is why diplo-mats are neither politicians nor doers. Their ca-pacity to build cooperation spaces decreases when they include these roles.
The use of diplomatic language allows the deeds produced by someone be accepted by others. When competitors have different “masses”, the diplomacy of the small one is slower than the diplomacy of the big one.
10
Part I Essential Analogies
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Essential analogies Two elements are essentially analogous when they are ruled by the same concept. Let’s con-sider some examples.
1) Two materials with the same hardness are like two persons with the same level of con-sciousness or two countries with the same strengths of their basic cultural nucleus.
2) The lubrication of supplementary functions (redundancies) is analogous to the relation-ship between two persons with similar strengths or two countries with similar competitive advantages.
3) The lubrication of complementary functions (covering mutual weaknesses) is analogous to the integration of two persons with comple-mentary weaknesses or two countries with complementary comparative advantages.
4) The relationship between different materials is analogous to the relationship between dif-ferent persons or the relationship between different countries.
If an individual is able to relate physical, cultural and personal characteristics, s/he will be able to define the subjective value of specific aspects of reality.
Peter Belohlavek
12
About action and reaction
13
Action results from applying energy for an amount of time with a certain direction.
Conceptually, work is a specific case of action. Force * Displacement
The purpose of action can be producing a change or the avoidance of change.
Changing things implies an action. Avoiding the change of things also implies an action.
A reaction is the response to a stimulus.
Every action generates an equal and contrary re-action.
A personal reaction is the response of an indi-vidual to an external stimulus.
Peter Belohlavek
14
A reaction is also the chemical transformation that happens when two or more substances are merged.
No chemical reaction is produced when two “unrelated” substances are merged.
The mixing of water and oil does not produce a reaction.
To produce a reaction, complementary or sup-plementary relationships are necessary.
Complementarity has low entropy and supple-mentarity has a high one.
15
About friction
Peter Belohlavek
16
Friction is the force that resists the change of the interaction of two different realities.
Every change of a fact produces friction. The resistance or friction depends on the nature of the interacting elements.
Friction is a non-solved conflict among indi-viduals. Non-solved conflicts underlie where there are personal frictions. Friction is pro-duced any time a conflict cannot be solved.
Friction is the resistance of an element that moves being in contact with another but in a different direction.
Friction is the force that opposes the displace-ment of two contacting surfaces.
Friction transforms kinetic energy into heat.
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In stable situations friction needs to be mini-mized. When friction is excessive, it must be compensated.
Friction is an effect of reality’s imperfection or a movement.
Different realities contact based on their imper-fections. Therefore, they exert an extreme pres-sure on them.
The more absolute a reality is, the harder its el-ements are and the higher the resulting friction.
Lubrication limits or minimizes friction in sta-ble situations, minimizing the wearing out and saving energy.
When a change needs to be produced, lubrica-tion tends to avoid it.
Lubrication provides a contact interface sepa-rating the friction surfaces of different realities, facilitating their interaction.
Peter Belohlavek
18
The displacement of lubrication produces less friction than the contact of different realities. But lubricators degrade during this displace-ment.
Friction generates heat, loss of energy and wears out the interacting realities. Friction is a solution if the goal is to produce heat.
19
About corrosion
Peter Belohlavek
20
When two realities need to be integrated in an intimate and stable way, lubrication avoids the existence of alien agents.
Rust, resulting from the contact with the envi-ronment, degrades lubrication and produces corrosion of the parts involved, or generates paradoxical functional results.
Burning elements are usually corrosive. Lubrica-tion has to prevent corrosion.
Unexpected actions of related individuals cor-rode their relationship. Humor can be lubricant or corrosive.
21
About lubrication
Peter Belohlavek
22
Lubrication cools, reduces energy consumption and reduces the wearing out of stable situations.
Every action implies a “functional temperature” of the participants. Friction increases the tem-perature and lubrication lowers it.
Strange elements are depurated when a given reality is being lubricated.
When the action of the parts involved in an ob-ject, seeks to transform energy, the fixed parts and the mobile ones must be “sealed” with the same element that lubricates both.
The lubrication of “explosions” within a closed system needs to “seal” the fixed parts and the moving parts.
Under normal conditions of pressure and tem-perature lubricants must “flow” between the moving parts.
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Pressure is given by the level of operational en-ergy.
Temperature is given by the dissipated energy and the context.
When there is a stable lubrication of a system, the sealing of the system is very effective.
When there are extreme temperatures or maxi-mal aggressive elements, lubrication must be solid enough to resist them.
When operational conditions are “volatile”, the lubrication of friction must be “volatile” too.
The resistance to displacement defines the functionality of lubrication.
The range of viscosity defines the amplitude of the lubrication.
Peter Belohlavek
24
Corrosion is the loss of the natural qualities of an element. Corrosion always begins on the sur-face that is in contact with the environment.
Lubrication has several functions: -Lubricating -Cooling -Cleaning -Protecting corrosion
When the temperature of the environment is very low, lubricants need to be able to “flow” in these conditions.
The temperature of an environment is defined by extrinsic elements or by the speed of the in-ternal “relations”.
When the heat of the environments increases the temperature of the lubricants it is necessary to avoid the caloric degradation of their lubri-cating capacity.
When defining the formula or structure of a lub-ricant it is necessary to make trade-offs between
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25
the conflicting elements, their compatibilities and costs.
Generating a totally integrated and compatible lubrication is a utopia. The cost would exceed the benefit.
The circulation of lubricants mitigates the heat produced by combustion, but the main func-tion remains the reduction of the friction be-tween the mobile parts.
A well lubricated system looses 20% of its power to overcome friction.
Engines produce extreme high internal pres-sure. Lubrication needs to seal the interstices.
The lubrication of a system is affected by the heat generated by combustion. Therefore, a high cooling capacity is needed.
Combustions are imperfect and produce waste. The function of lubrication is to avoid that
Peter Belohlavek
26
waste gets in touch with the parts that are being lubricated.
27
About transmission of movement
Peter Belohlavek
28
A gear is a toothed wheel that has the capacity to complement and supplement with other to transfer movement.
Gears allow the modification of speed and di-rection of a movement.
Only two gears are necessary to transform a speed of input into a different speed of output.
Only three gears are necessary when the input and the output rotate in the same direction.
It is necessary to combine different gears to change the direction and the rotation speed. This generates an increase of friction that needs to be lubricated.
The lubrication of gears requires lubricants that have the necessary viscosity to lubricate the “teeth” of the gears. Lubricants are required to be functional in staying active at different tem-peratures.
29
About mechanic of fluids
Peter Belohlavek
30
Hydraulics implies the use of fluids to transfer energy. The system is able to “magnify” a small force into a much larger one.
When compression needs to be generated, the main function of a lubricant is its capacity to seal the moving parts.
Hydraulics allows the generation of a great power with very compact equipments.
Hydraulic fluids need to have very specific characteristics. They need to be able to transfer power, lubricate, protect, seal and be filterable. They also have to be compression resistant.
Considering the lubrication capacity, viscosity is the most important characteristic of hydraulic oil.
31
About greases
Peter Belohlavek
32
Greases, considered as lubricants, are more at-tached to the lubrication surface and have bet-ter sealing properties.
Greases are especially functional to be used in ball bearings.
A ball bearing is an intermediate part that en-sures a maximal movement with a minimal fric-tion.
Greases, like any other lubricant, degrade because of their mechanical action, temperature, contami-nation, etc. The intervals of “lubrication change” vary according to the type of ball bearings and their operational conditions, considering their speed and functional temperature.
33
Part II About Advocating
34
Diplomacy and Advocacy
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35
Diplomacy and advocating are essentially ho-mologous, but their objectives are structurally different. While diplomacy defends national in-terests, advocacy defends private interests.
The dissuasion power is the active function of diplomacy, but in the field of advocating it needs to be substituted by influential power.
Advocating are influential actions on institu-tions that deal with a greater good or have a no-toriously superior level of influence in the envi-ronment. The influential actions on govern-ments were the original drivers of these activi-ties.
Advocacy works as the cooler of an engine. The role of a cooler is to allow the engine to reach the necessary temperature for smooth function-ality and to avoid that the process overheats.
36
The Functionality of Advocacy
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Advocacy is necessary to promote innovative solutions. Innovations are the cost of the new solutions that are necessary but were not possi-ble before.
An advocate is a true believer of the solution that is being fostered. That is why advocating requires sound knowledge of what is being pro-posed by having experienced it.
The objective of advocating is to introduce a decision that was not being considered before. Advocacy ends when a negotiation space has been established.
Advocating deals with the satisfaction of latent or structural needs of the environment. It does not apply to deal with urgent needs. The advo-cate assumes the role of a salesman/woman when urgent needs are addressed.
38
The Roles to be Influenced
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Whatever the type of institution (family, Gov-ernment, business) there are four roles in insti-tutional decision making: the decision maker, the user, the gatekeeper and the sponsor.
The decision maker is the one who has the fi-nal or formal role of deciding based on the con-sensus that has been achieved.
The user in the decision-making process is the direct or indirect beneficiary of the initiative, being these benefits subjective or functional.
The gatekeeper in the decision-making process is the one who tends to avoid the introduction of decisions that change the status quo.
The sponsor in the decision-making process is the internal advocate who shares the idea of the decision that is being proposed.
The users and the gatekeepers have the right to veto a project, while the sponsors and the deci-sion makers have the right to vote for it, if the right to veto the project has not been exerted.
40
Influential Actions
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Advocating deals with influencing sponsors based on providing the knowledge that allows understanding the proposal and the need to in-troduce it here and now.
Advocating requires using semantic objects to foster sponsors. Semantic objects are learning objects to introduce knowledge.
The influence on the decision makers is exerted by the internal sponsors. When there are no sponsors, it is time to develop them. Any influ-ential person of an institution can be a sponsor.
Advocating requires having a rational under-standing of the benefits of the decision that is being proposed. The superior interests of the institutions that are being influenced need to be preserved when a proposal is being made.
The use of semantic objects, that provide knowledge to the participants, is necessary to ensure the functionality of advocacy. They avoid subjective conflicts and allow building consensus.
42
The Negotiation Process
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Advocating needs to begin in a smooth way to allow people to open their minds to the new idea and begin to influence once their minds are open.
The use of negotiation objects is necessary to ensure advocating processes. Negotiation ob-jects are formal information units that minimize negotiation conflicts and drive negotiation pro-cesses.
Advocacy is legitimate as long as the proposal has a superior functionality in the environment.
Corruption implies replacing the institutional benefits of the proposal with personal benefits of any kind.
44
Part III About Diplomacy
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Diplomacy is a conscious action to generate a bond and operational context to achieve an es-tablished purpose. It needs to use the adequate language for each situation.
Diplomacy implies the lubrication of the action-friction processes avoiding that reactions annul the objective to be achieved.
Diplomacy requires the use of a more or less dense language according to the pressure of the environment.
Diplomatic language is denser when it allows fewer interpretations. High pressure requires high density. Low pressure requires low density.
When there is a high speed of evolution, dip-lomatic language needs to be less dense.
Every action that differs from the one that is being expected needs diplomacy to lubricate. When there is no diplomatic coverage, the fric-tion dissipates the energy. This turns the actions
Peter Belohlavek
46
inefficient and generates a risk of explosion or implosion.
When diplomacy is inadequate, paradoxical re-sults are produced. In this case, diplomacy ap-pears to lubricate while in fact it generates un-controllable frictions or reactions.
The objective and subjective operational condi-tions define the type of diplomacy necessary to lubricate actions.
To define the necessary diplomatic actions a sound knowledge of the “system” that is being lubricated and of its part is needed.
Diplomacy, as well as lubrication, is an active function adding value to generate adequate op-erational contexts.
No true diplomatic actions should exist when the objective is to generate a disruption. Appar-ent diplomatic actions are necessary to legiti-mate the disruption.
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Large changes, if they are implemented in one step, do not require lubrication. But there has to be a structural extreme need for the change. A well structured diplomacy is needed if large changes are implemented in stages.
Medium changes require diplomacy to manage and lubricate the changes based on conjunctural needs.
Small changes do not require diplomacy be-cause they are objects of diplomacy in them-selves.
Lies generate paradoxical results in diplomacy. Straightforward truths maximize friction. Truth presented with the adequate complements works as a lubricant.
The course of time diminishes the effectiveness of diplomatic actions. Time degrades the lubri-cation capacity of diplomacy.
Diplomacy is the lubricant of any negotiation. Working with functional diplomatic rules ensures the results of negotiations.
Peter Belohlavek
48
Diplomacy makes the complementation of dif-ferent parts possible. It facilitates the existence of actions with a low level of friction.
Diplomacy’s function is to ensure the accumula-tion of results when functionalities are not com-plementary but supplementary.
Development is characterized by its diplomatic capacity. It generates an action lubrication level that minimizes the losses of friction.
Underdevelopment disqualifies diplomatic ac-tion to minimize frictions. Diplomacy is usually called “false” or “cynic”.
The speed of evolution of developed countries generates the need of a diplomacy that uses a less dense language.
The low speed of evolution of non-developed countries requires the use of a dense diplomatic language.
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Freedom oriented countries drive toward capi-talism. The diplomacy of these countries needs to be structured and State (not government) driven, in order to provide external secure con-ditions to develop internal freedom.
Security oriented countries drive toward social-ism. The diplomacy of these countries needs to be incidental and guided by their governments to provide external freedom to sustain the structure of internal security.
The “systems” of a culture must be compatible in order to make them subject of lubrication by diplomatic actions.
The higher the power of a culture the more ef-fective must be its diplomatic action in order to avoid that friction is transformed into an explo-sion.
When the heat produced by the friction of the parts of a system is extreme, the system breaks or literally explodes.
Peter Belohlavek
50
Cultures base their diplomacy on the myths that correspond to the actions that are being devel-oped.
Myths are communicational proven structures to avoid the friction of the actions they protect.
There are no costs without benefits and no benefits without costs. There are no actions without friction and no frictions without ac-tions. Inaction in a moving world is a sort of action.
Inaction, in a moving world, is an action. Passive resistance is a type of inaction. Inactions produce extreme friction. Inaction cannot be lubricated.
The extreme friction produces extreme heat until the situation implodes.
Diplomacy is the lubricant of personal actions; authenticity is its negation and honesty the starting point.
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Individuals’ growth is based on their evolution conflicts. Diplomacy avoids the transformation of evolution conflicts into power or involution conflicts.
Couples are based on coexistent simultaneous complementarities and supplementarities. That is why they need diplomacy as a lubricant. Their lubricants need to have different densities ac-cording to the situation.
Groups usually have more stable roles than couples. Diplomacy is a necessary condition for cohabitation. The rules have to be functional to the purpose of the group and the culture.
There can be no diplomacy when ego is in-volved. When diplomacy is necessary ego must be left aside.
Unsatisfied needs are like “sand” introduced in the lubricant of an internal combustion motor. The course of time produces the destruction of the system.
Peter Belohlavek
52
Approaching others is the first step for diplomat-ic action. Lubrication always works on the surface of contact with others.
All the relationships have antagonist aspects that in fact are complementary. It is easy to see antagonism. In order to see complements a dip-lomatic attitude is required.
Arguments generate heat produced by friction. Diplomacy helps to recognize the “friction” surfaces and lubricates them.
People are centrifugal when they give to the environment and centripetal when the take from it. Both actions generate friction that might annul all the energy.
Being aware of one’s actions is the basis for lu-brication. Unconscious actions can not be lu-bricated.
Instinctive behavior uses no diplomacy. Diplo-macy is naturally a conscious behavior and therefore it is ethical. Instincts are amoral.
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Leadership implies being diplomatic within the rules, myths and utopias of a culture.
54
When diplomacy fails… War has begun.
55
Conclusion
Actions are observed,
lubrication is perceived, results are measured…
Thus, institutional diplomacy
sustains sustainable development.
Personal diplomacy builds stable relationships.
Lubrication sustains
the functionality of engines
Valuing diplomacy, lubrication is valued Valuing lubrication, diplomacy is valued
Valuing both, life is valued.
56
Annex:
The Unicist Ontology of the
Diplomacy of Nations
57
Diplomacy is war in peace
The diplomatic power provides both the catalyst and the entropy in-
hibitor of the Power of Nations.
Therefore, it can be said that the countries that have a “diplomatic
tradition” are able to influence more than the countries that disre-
gard diplomacy considering diplomats as political/commercial rep-
resentatives who need to prepare the protocol for others’ actions.
OPERATIONAL
POWER OF NATIONS
ECONOMIC POWER
DISSUASION POWER
POWER
ETHICS
GRAVITATIONAL FORCE
ECONOMIC POWER
SOCIAL CAPITAL DRIVEN
ECONOMIC
POWER
SOCIAL SUPERIORITY DRIVEN
DISSUASION
POWER
Forward thinking
Backward thinking
The Nature of the
Operational
Power of Nations
Copyright© The Unicist Research Institute
ARCHETYPICAL
POWER
1
8
7
9 6
4
5
3
2
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
ENTROPY
INHIBITOR
DEFENSIVE DIPLOMACYDRIVEN
ARCHETYPICAL
POWER
DISSUASIONPOWER
EXPANSIVE DIPLOMACYDRIVEN
The power of diplomacy is based on its capacity to catalyze the pow-
er of a Nation. This implies that Nations that only have defensive di-
plomacy or lack it, have a competitive disadvantage in the global
world.
Peter Belohlavek
58
The diplomatic power is not only exerted by diplomats. It is exerted
by all those roles that produce the same effect as a diplomatic action.
Paradoxically, artists, cultural actions, sports and scientists are dip-
lomatic assistants of Nations.
Developing diplomatic power implies integrating all the efforts that
allow catalyzing and defending the value of a culture in order to in-
fluence where the influence can be exerted.
Diplomacy implies recognizing when the diplomatic action can gen-
erate a negotiation context in which the authority of the Nation can
be accepted in its area of influence.
We will be integrating all the aspects that deal with diplomacy be-
ginning with the diplomatic strategy, following with the power of dip-
lomatic actions and ending finally with the nature of negotiations
that allow transforming diplomacy into a catalyst and entropy inhibi-
tor of the power of a Nation.
The Unicist Ontology of Diplomacy
Backward-thinkingForward-thinking
Generation of a
Negotiation ContextPurpose (*)
Cooperation buildingMaximal Strategy (Expansive)Active function
Evolution conflict managementMinimum Strategy (Defensive)
Energy conservation function Copyright© The Unicist Research Institute
Diplomacy
(*) Unicist Thinking allows
emulating nature and makes
the integration of the two
dualistic approaches
possible
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59
The final purpose of diplomacy is the generation of a negotiation
context in which a Nation can exert its influence to generate synergy
with other Nations.
The maximal strategy defines the expansive diplomacy that seeks for
the creation of a cooperative environment while the minimum strate-
gy deals with the management of conflicts.
Cooperation depends on a mutual decision between the participants
of a negotiation. That is why it is part of the maximal strategy. It de-
pends on one’s decision but also on the decision of the counterparts.
But the management of the conflicts that are implicit in a diplomatic
action depends on one’s capacity to deal with them.
A diplomatic action can only be developed in a field in which the
conflict can be influenced avoiding a rupture of the diplomatic influ-
ence.
But when the first diplomatic action begins with the management of
the implicit conflicts the diplomatic power is lost. Defensive diplo-
macy has to be exerted after expansive diplomacy is working.
The fundamentals of diplomacy
Diplomacy can only be exerted in a context where the Nation has su-
periority in some field.
This superiority is necessarily objective, and the work of diplomacy
is to transform this objective characteristic into a “subjective and
objective” perception.
Peter Belohlavek
60
COOPERATION
EXPANSION
SECURITY FREEDOM
EVOLUTION CONFLICT MANAGEMENT
CONTRACTION
COMPETITIVENESS SUPERIORITY
DISSUASION
CAPACITY
INVOLUTION CONFLICT
MANAGEMENT
COMPETITIVE
CAPACITY
AUTHORITY CONFLICT
MANAGEMENT
Copyright © The Unicist Research Institute
DIPLOMACY
THE UNICIST ONTOLOGY OF DIPLOMACY
Maximal Strategy (Expansive)
Minimum Strategy (Defensive)
Involution
Evolution
MARGINAL
EXPANSIVE
SUBSISTENT SURVIVING
INFLUENTIAL
Diplomacy depends on the capacity to build cooperation sustained
by the superiority of the Nation in some field, the competitive capaci-
ty and the capacity to manage evolution conflicts. Power implies the
existence of evolution conflicts.
Expansive diplomacy seeks for creating a cooperative environment
using the dissuasion capacity of a culture within the limits of its
competitive capacity.
This generates the two segments that are characteristic of expansive
diplomacy.
1) The influential segment that is based on technological supe-riority to exert a dissuasion capacity without provoking a
confrontation.
2) The expansive segment which is based on the competitive ca-pacity of a Nation.
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61
Defensive diplomacy assumes the purpose of managing the implicit
evolution conflicts sustained by the capacity to manage authority and
involution conflicts. There are two natural segments of defensive di-
plomacy:
1) The surviving segment that is based on the capacity to man-age authority conflicts
2) The subsistent segment that is based on its capacity to influ-ence the involution conflicts
Archetypes and diplomatic segments
It has to be considered that the characteristic of diplomacy is homol-
ogous to the power of the archetype of a culture.
It needs to be accepted that diplomacy can not be ahead of the arche-
type because diplomacy is part of the State organization which rep-
resents the archetype of a culture.
The evolution of the Power of a Nation is not driven by the Diplomat-
ic Power.
The evolution is driven by the Social Power. Diplomatic Power sus-
tains and accelerates the functionality of the existent Power but does
not expand it.
The Taxonomy of a Diplomatic Strategy
The taxonomy of a diplomatic strategy defines the steps to be fol-
lowed to define a strategic approach. The paradox is that low power
countries need stronger diplomatic influence, but they naturally tend
towards defensive diplomacy which weakens the power of the Nation.
Peter Belohlavek
62
DIPLOMACY
COOPERATION
BUILDINGEVOLUTION CONFLICT
MANAGEMENT
EVOLUTIONCONFLICT
ABSENCE OF CONFLICT
COOPERATION
DISSUASION CAPACITY
COMPETITIVECAPACITY
AUTHORITY CONFLICT MANAGEMENT
Forward thinking
Backward thinking
The Nature of
Diplomacy
Copyright© The Unicist Research Institute
NEGOTIATION
CONTEXT
GENERATION
1
8
7
9 6
4
5
3
2
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
ENTROPY
INHIBITOR
INVOLUTION CONFLICT MANAGEMENT
COOPERATION
BUILDINGEVOLUTION CONFLICT
MANAGEMENT
AUTHORITYACCEPTANCE
NEGOTIATION CONTEXT
GENERATION
EVOLUTION CONFLICT MANAGEMENT
The steps of the taxonomy are the following:
1) Define which authority a Nation needs to seek for. The au-thority acceptance is the final goal of a diplomatic strategy. It
produces the generation of a negotiation context in which the
involution conflicts have been managed. This step ends when
both parts accepted the other one’s authority in a field to
start the negotiation process.
2) Define the cooperation context in which the negotiations will take place. This negotiation context implies a specific defini-
tion of the hypothetical cooperation.
3) The use of the dissuasion capacity. The dissuasion capacity implies the acceptance by others. The dissuasion capacity
must by objectively existent and subjectively accepted by the
counterpart.
The Book of Diplomacy: a Unicist Approach
63
4) The definition of the competitive capacity. Competitive ca-pacity implies that the diplomatic strategy must occur where
there are real competitive advantages to lead a specific field.
5) Confirmation of the cooperative context where the Nation and its members have the necessary dissuasion and competi-
tive capacity to influence others in a cooperative environ-
ment.
6) Define the evolution conflicts that need to be faced. The evo-lution conflicts are defined by the complementation between
the participants of the diplomatic action.
7) Manage the authority conflicts to ensure that in the field where the negotiation context needs to be installed the au-
thority is accepted as valid. Spurious authority acceptance
drives to failure.
8) After the authority of the parts has been accepted, both parts define the possibilities of lowering the value of the counter-
part to obtain competitive advantages. This involution con-
flict needs to be managed in order to sustain the influence
gained in the authority conflict.
9) The closing of the diplomatic strategy is establishing the complementation between the parts that are negotiating. This
complementation is the basis for the negotiation between the
parts.
Cooperation Building defines the Power of
Diplomacy
The power of diplomacy is given by the expansive actions of the dip-
lomatic strategy. That is why we will describe the taxonomy of ex-
pansive diplomacy in order to define the operational aspects of di-
plomacy that need to be exerted in order to empower the actions of a
Nation.
Peter Belohlavek
64
Expansive diplomacy can only be managed by Nations that have an
expansive strategy in the environment they deal with. This means that
the diplomatic power can only exist if a Nation is moving in an envi-
ronment where it is expansive. If not, diplomatic power doesn’t exist.
DIPLOMATIC
POWER
DISSUASION
CAPACITYCOMPETITIVE
CAPACITY
EVOLUTIONCONFLICT
AUTHORITY ACCEPTANCE
TECHNOLOGICAL SUPREMACY
VITAL SPACE ASSURANCE
ADAPTINGTO TIME
DISSUASION CONFRONTATION
COMPETITIVE
CAPACITY
Forward thinking
Backward thinking
The Nature of
Diplomatic Power(Cooperation Building)
Copyright© The Unicist Research Institute
COOPERATION
CAPACITY
1
8
7
9 6
4
5
3
2
CATALYST /
INHIBITOR
DRIVER /
INHIBITOR
MINIMUM
STRATEGY
MAXIMAL
STRATEGY
ENTROPY
INHIBITOR
DEVELOPMENT OF ATACK CAPACITY
VITAL SPACEEXPANSION
DISSUASION
CAPACITY
COOPERATION
CAPACITY
VITAL SPACESHARING
The steps to develop diplomatic power are the following:
1) Define the “vital space sharing” that makes cooperation pos-sible. Thus, only in the field where a country “owns” a vital
space it can be shared. There is also a possibility that the vi-
tal space to be shared is a new place to be occupied making
an alliance. But in both cases a country has to have the social
capacity of sharing a place in order to make a cooperation
capacity exist.
The Book of Diplomacy: a Unicist Approach
65
2) Define the field of technological supremacy. This supremacy is a condition which can be given by natural resources or
human capacities. Without working in the field of technologi-
cal supremacy there is no possibility of reaching an expan-
sive diplomacy.
3) The vital space of a culture needs to be ensured. It is the vital space for the present and the coming generations. That is why
diplomatic power requires having a clear definition of the
need of the vital space and how to achieve it.
4) Adapting to time implies accepting the external time of the environment and developing the necessary actions to accel-
erate or diminish the speed of evolution in order to influence
the time of occurrence.
5) Confirmation and demonstration of the technological su-premacy in the field where the diplomatic actions are taking
place. Technological supremacy exists when it has been ob-
jectively demonstrated and subjectively accepted.
6) Defining the possible expansion of the vital space. The com-petitive capacity implies the definition of the place where the
vital space will be expanded. A diplomatic effort is only fea-
sible if there are tangible benefits to be achieved.
7) Diplomacy requires, besides the consideration of hypothetical possibilities, the demonstration of capacities. There has to be
a “parade” of demonstration of the dissuasion capacities of a
Nation that sustains its diplomatic power. This parade is an
implicit “simulation” of a confrontation.
8) The development of the attack capacities of a country is what inhibits the entropy of the development of diplomatic power.
The attack capacities include all the fields of active influence
on the external environment: scientific, educational, cultural,
business, military, etc.
Peter Belohlavek
66
9) Ensure the establishment of a cooperative environment in the field where the vital space is being expanded. Ensuring a co-
operation possibility for the participants is the minimum
strategy of diplomacy. If this goal is not achieved, the context
of war or the breaking off of diplomatic relations is unavoid-
able. This war can be a real war, a cold war or an explicit or
implicit breaking of diplomatic relations.
The conditions for negotiations are given when the diplomatic strat-
egy has been implemented and the diplomatic power could be estab-
lished. Thus diplomacy has achieved its goal.
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About the Author
Peter Belohlavek was born on April 13, 1944 in Zilina, Slovakia. His works expanded the boundaries of sciences. He is the creator of:
1. The unicist theory, which explains the dynamics and evolution of living beings and complex adaptive entities.
2. The unicist theory of evolution, which allows developing future research.
3. The epistemological structure of complexity sciences, which allows managing the complex aspects of reality.
4. The unicist theory of the unified field in nature, which allows managing the unified field of complex adaptive systems.
He is the founder of The Unicist Research Institute, a private global research organization specialized in complexity sciences, that has an ac-ademic arm and a business arm.
His basic education is in Economic Sciences. To apprehend "reality" as a complex unified field he completed his education with research driven guided studies in Psychology, Epistemology, Anthropology, Economics, Education, Sociology, Life Sciences and Management.
The Unicist Theory made adaptive systems manageable and gave an epistemological structure to complexity sciences. This theory estab-lished a new starting point in science which expanded the possibilities of human influence in adaptive environments.
The unicist paradigm shift in sciences drove from an empirical ap-proach to a pragmatic, structuralist and functionalist approach to deal with complex environments, integrating observable facts with the “na-ture of things”.
This theory allowed managing the adaptive aspects from Life Sciences to Social Sciences. Its application provided the four scientific pillars to
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develop the unicist technologies: Conceptual Economics, Conceptual Anthropology, Conceptual Psychology and Conceptual Management.
As it is known, the management of complexity has been an unsolved challenge for sciences. Science dealt with complexity using multiple pal-liatives but without achieving consensus of what complex systems are.
This challenge has been faced in 1976 at The Unicist Research Institute, which became a pioneering organization in the development of con-crete solutions to manage the complex adaptive systems by developing a logical approach that uses the Unicist Theory.
He discovered the intelligence that underlies nature, which gave birth to the Unicist Theory, and the ontointelligence that defines the roots of human intelligence. These discoveries and developments expanded the possibilities to upgrade education, to influence social and institutional evolution and to deal with markets.
The unicist logical approach expanded the boundaries of existing sci-ences. The Unicist Theory was used to develop applications in Life Sci-ences, Future Research, Business, Education, Healthcare and Social and Human behavior. Now complex adaptive systems became manageable and complexity science received its epistemological structure.
Among other roles, he leads the Future Research Laboratory of The Unicist Research Institute. It is a space to give access to information on country archetypes, future scenarios and trends to the worldwide com-munity.
Scientific applications of the Unicist Theory that expanded the boundaries of existing sciences by solving their complex aspects:
In Scientific Research - 1980: Development of a unicist ontological meth-odology for complex systems research, substituting the systemic approach to research adaptive systems. 2014: The integration of the unified field of macro and micro behavior. 2015: Development of the destructive and non-destructive tests to research adaptive environments.
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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 elements in complex adaptive systems. 2012: Discov-ery of the unicist ontology of biological entities. 2013: Confirmation of the unicist ontology of viruses. 2014: Discovery of the ontological structure of chronic diseases. 2014: Discovery of the structure of therapeutics. 2015: Dis-covery of the ontological structure of health. 2016: Development of the Scien-tific Foundations of Medicine.
In Complexity Sciences - 1998: Development of the unicist ontology emu-lating the ontogenetic intelligence of nature. 2003: Discovery of the anti-concepts that work as antimatter. 2006: Development of objects to manage human adaptive systems emulating the structure of nature. 2011: Discovery of the unicist ontology of complex adaptive systems. 2014: Discovery of the be-havior of objects in complex adaptive systems. 2015: Discovery of the essen-tial opposition but operational complementation between the active function and the energy conservation function of concepts.
In Information Sciences – 2002: Development of unicist ontogenetic based ontologies replacing the empirically structured ontologies. 2014: Development of unicist adaptive robotics. 2015: Development of prototypers. 2016: Discov-ery of the nature of conceptual design.
In Future Research and Strategy - 1984: Modeling of the ontological struc-tures that allow inferring the evolution developing the ontogenetic maps of human adaptive systems. 2014: Confirmation of the functionality of ethical intelligence in future research. 2015: Discovery of the unicist ontology of per-sonal strategies. 2016: Discovery of the nature of entrepreneurial strategies.
In Logic - 1986: Development and formalization of the integrative and the unicist logic. 2013: Functionality of Dualistic Logic in complex environments. 2013: Discovery of the structure of aprioristic fallacies.
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 virus-es. 2012: Discovery of the integration of ontogeny and phyloge-ny. 2012: Discovery of the stagnant survivors’ role in socie-ties. 2012: Discovery of the unicist ontological structure of aptitudes, attitudes
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and intentions. 2013: Development of the unicist ontology of cultural adap-tiveness & over-adaptiveness. 2014: Synthesis of Conceptual Anthropolo-gy.2014: Discovery of the Cultural, Institutional, Individual and Social Arche-types. 2015: Discovery of the functionality of rationalism and subjectivism as social and individual addictions. 2016: Discovery of the nature of innovation processes.
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 industrializa-tion level. 2012: Discovery of the unicist ontology of the overcoming of scarci-ty. 2012: Pricing of Futures and Options. 2012: Discovery of the unicist ontol-ogy of speculative manipulation. 2014: Synthesis of Conceptual Economics. 2015: Discovery of the unicist ontology of economic freedom.
In Political Science - 1990: Development of the ontological algorithm and the ontogenesis and phylogeny of ideologies and their functionality. 2013: De-velopment of the unicist ontology of Social, Economic and Political Democ-racy.
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. 2016: Discovery of the nature of social networks.
In Linguistics – 2004: Discovery of the unicist ontological algorithms of nat-ural, ambiguous and figurative languages and the unicist ontology of words. 2014: Development of semantic objects. 2015: Discovery of the ontological structure of subliminal communication.
In Mathematics - 1996: Development of the conceptual basis of interde-pendent, dependent and independent variables. 2014: Development of the mathematical foundations of reality indicators.
In Philosophy - 1994: Development of the unicist ontology integrating phi-losophy, science and action in a unified field. 1997: Refutation of Hegel’s and Marx’s dialectics and the formulation of the laws of the double dialectics.
In History - 2000: Development of a historical analysis methodology based on the unicist double dialectics.
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In Cognitive Science - 2001: Development of a methodology to construct knowledge with existing information through an integrative logic. 2002: De-velopment 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 ontolog-ical algorithms of fundamental analysis. 2013: Development of the unicist on-tology of erudition and wisdom (observers vs. participants). 2014: Discovery of the structure of the emulation of reality. 2015: Discovery of the unicist on-tology of conceptualization.
In Education - 1979: Discovery of the ontogenetic algorithms of learning which has given scientific sustainability, amongst others, to Piaget. 2014: Dis-covery and development of learning objects. 2015: Development of Reflection Driven Education. 2016: Discovery of the nature of learning by teaching.
In Psychology - 1984: Discovery of human ontointelligence to deal with adaptive systems. 2003: Discovery of the unicist ontological structure of falla-cies, the functionality of anti-intelligence and anti-intuition. 2004: Discovery of the double dialectical thinking process. 2005: Discovery of the unicist ontolo-gy and evolution laws of human essential complexes. 2011: Discovery of the ontology of conscious behavior. 2012: Discovery of the ontology of comple-mentation of thinking processes. 2012: Discovery of the unicist ontology of psychopathy. 2014: Discovery of the structure of subliminal decision-making. 2014: Synthesis of Conceptual Psychology. 2015: Functionality of concepts as behavioral objects. 2016: Discovery of the nature of human metamorphosis. 2016: Discovery of the functionality of thinking processes.
In Semiology - 2012: Discovery of the unicist ontology of semiosis as a com-plex adaptive system. 2015: Development of semiotic role objects.
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 forc-es 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.
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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 explain evolution.
His basic background is in Economic Sciences. He developed research and studies in the fields of Management, Anthropology, Economics, 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, Economics, So-cial Behavior and Management.
His work includes universal matters such us the Ontology of Evolution, The Ontogenetic Intelligence of Nature, the Structure of Concepts, the Laws of Evolution, the Structure of Logical Thinking and the structure of Ethical Intelligence. Since 1976, he has developed more than 5,000 researches.
Peter Belohlavek’s research works include: Basic Research, Conceptual Developments, Scientific Developments, and Development of Cultural Archetypes. The work included the development of a standard. The Unicist Standard 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, Feder-ación Patronal de Cafeteros de Colombia, Glasurit, Hewlett Packard, IBM, ING, Johnson & Son, Lloyd´s Bank, Massey Ferguson, Merck, Monsanto, Parexel, Pirelli, Renault, Sandoz, Shell, Sisa (Citicorp), Telefónica, TGS, Worthington, Xerox, YPF (Repsol).
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Globalization & Main cultural archetypes of countries
The unicist ontological approach to globalization is synthesized in Peter Belohlavek’s research works and publications and in the development of his global activities since 1964:
Unicist Country Future Research - The Power of Nations - Unicist An-thropology - Unicist Country Archetypes - The Nature of Diplomatic Power - The Nature of Dissuasion Power - The Nature of Economic Power - The Nature of Ideologies - The Nature of Social Power Glob-alization: The New Tower of Babel? - Fundamentalism: The Ethic of Survivors.
Main archetypes
Argentina, Australia, Belgium, Brazil, Canada Chile, China, Colombia, Costa Rica, England, Finland, France, Germany, Holland, India, Israel, Korean Republic, Mexico, New Zealand, Italy, Japan, Norway, 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 Behavior • The Unicist Ontology of Economic Growth • The Unicist Ontology of Fundamentalism • The Unicist Ontology of Fundamentalists • The Unicist Ontology of Histori-cal Evolution • The Unicist Ontology of Ideologies • The Unicist Ontology of Lifestyles • The Unicist Ontology of the State-Nation • The Unicist approach to Scenario Building • The Unicist Ontology of a Country’s Social Scenario • The Unicist Ontology of a Country’s Economic Scenario • The Unicist On-tology of a Country’s Political Scenario • The Unicist Ontology of Expansive and Contractive State Actions • Unicist Ontological drivers of the Evolution of Countries • The Unicist Ontology of the Operational Power of Nations • The Unicist Ontology of countries' cultural change • Unicist Anthropology • The Unicist Ontology of Globalization and Sustainable Development • The
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Unicist Ontology of the Social Power of Nations • The Unicist Ontology of the Unicist Anthropology • The Unicist Ontology of Social Myths • The Uni-cist Ontology of the Power of Diplomacy • The Unicist Ontology of the Dis-suasion Power of Nations • The Unicist Ontology of Countries’ Archetypes • The Unicist Ontology of the Power of Nations • The Unicist Ontology of So-cial and Individual Ideologies.
Researches in the field of institutions and businesses
Abstracts on the main discoveries in the field of businesses and institu-tions:
• The Unicist Ontogenetic Algorithm • The Ontology of Institutions • The Ontology of Enterprises • The Ontology of Entrepreneurs • The Taxonomy of Organizational Design • The Unicist Design Methodology: Unicist XD • The Unicist Ontology of Intellectual Capital • The Building of Human Capital: an ontological approach • The Unicist Ontology of Marketing Mix • The Uni-cist Ontology of Family Businesses • The Unicist Ontology of Object Driven Value Generation • The Unicist Ontology of Cognitive Objects • Unicist On-tology of In-Company Corporate Universities • The Unicist Ontology of Ob-jects • The Unicist Ontology of Functional Objects • The Unicist Ontology of Operational Objects • The Unicist Ontology of Systemic Objects • The Uni-cist Ontology of Adaptive Systems for Work • The Unicist Ontology of Busi-ness Hackers • The Unicist Ontology of Business Process Modeling • The Unicist Ontology of Business Viruses • 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 On-tology of Human Process Catalysts • The Unicist Ontology of Client Centered Management • The Unicist Ontology of Innovation • The Unicist Ontology of Insourcing • The Unicist Ontology of Outsourcing • The Unicist Ontology of Research • The Unicist Ontology of Economic Growth • The Unicist Ontolo-gy of Business Synergy • The Unicist Ontology of Object Driven Management • The Unicist Ontology of the Object Driven Organization • The Unicist On-tology of Business Objects Design • The Unicist Ontology of Organizational Design • The Unicist Ontology of the Organizational Immune System • The Unicist Ontology of Proactive Responsibility • Ontological reverse engineering approach • The Unicist Ontology of Social Viruses at Work • The Unicist Standard for Business Objects Design.
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Researches in the field of individual behavior
Abstracts of the main discoveries in individual behavior:
• The Unicist Ontology of Ontointelligence • The Unicist Ontology of Falla-cies • The Unicist Ontology of the Ethical Intelligence • The Unicist Ontology of Anti-intelligence • The Unicist Ontology of Research • Innovation Blind-ness • Unicist Thinking: the Double Dialectical Thinking • The Discorvery of the Relation between Complexity Management and Human Fears • The Uni-cist 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 Hu-man 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 Reasoning 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 Superiority Complexes • The Unicist Ontology of Fundamental and Technical Analysis • The Unicist Ontology of Time Management and Time Drivers • The Unicist Ontology of Decision Making • The Unicist 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 Ontol-ogy of Reflection • The Unicist Ontology of Words’ Functionality • The Uni-cist Ontology of Ambiguous Perception.
Books published in English
1. Complexity Sciences 2. Unicist Epistemology 3. Unicist Logic and its mathematics 4. The Unicist Theory 5. The Unicist Paradigm Shift in Sciences 6. The Unicist Ontology of Evolution 7. The Ontogenesis of Evolution 8. Unicist Ontogenetic Intelligence of Nature 9. The Roots and Evolution of Human Intelligence 10. Ontointelligence 11. Unicist Thinking
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12. Unicist Ontology to deal with Adaptive Systems 13. Conceptual Economics 14. Conceptual Anthropology 15. Conceptual Psychology 16. Conceptual Management 17. Conceptualization and Behavioral Objects 18. Unicist Country Archetypes 19. Unicist Object driven Strategy 20. The Unicist Theory of Economic Growth 21. The Unicist Theory of Social Growth 22. The Unicist Theory of Business Growth 23. The Unicist Theory of Market Growth 24. The Unicist Theory of Professional Growth 25. Australia’s Archetype 26. Brazil’s Archetype 27. Butterfly Companies & their cure 28. Complexity Sciences and the Theory of Evolution 29. Design of Complex Systems Research 30. Development of Consciousness through Action 31. Dualistic Logic vs. Unicist Logic 32. France’s Archetype 33. Fundamentalism 34. Germany’s Archetype 35. Globalization: the new tower of Babel? 36. Growth Crisis 2008-2010 37. Influencing Nature 38. Innovation 39. Institutionalization 40. Introduction to the Nature of Perception and Credibility 41. Introduction to the Unicist Ontology of Evolution 42. Introduction to Unicist Business Therapeutics 43. Introduction to Unicist Diagnostics 44. Introduction to Unicist Econometrics 45. Introduction to Unicist Market Segmentation 46. Introduction to Unicist Object Driven Entrepreneuring 47. Introduction to Unicist Thinking 48. Knowledge, the Competitive Advantage 49. Mind Traps: That hinder personal success 50. Natural Organization of Outsourcing and Insourcing 51. Peopleware: The Integrator of Hardware and Software 52. Real Diagnostics vs. Paradoxical Diagnostics 53. RobotThinking 54. Social Critical Mass in Business
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55. Sweden’s Archetype 56. The Book of Diplomacy 57. The Ethic of Foundations 58. The Nature of Big Change Management 59. The Nature of Complementation 60. The Nature of Democracy 61. The Nature of Developed & Developing Countries 62. The Nature of Diplomatic Power 63. The Nature of Dissuasion Power 64. The Nature of Doers 65. The Nature of Economic Power 66. The Nature of Ideologies 67. The Nature of Social Power 68. The Nature of Unicist Business Strategy 69. The Nature of Unicist Object Driven Business Growth 70. The Nature of Unicist Object Driven Change Management 71. The Nature of Unicist Object Driven Institutional Immune Systems 72. The Nature of Unicist Object Driven Leadership 73. The Nature of Unicist Object Driven Management 74. The Nature of Unicist Object Driven Marketing 75. The Nature of Unicist Object Driven Organization 76. The Nature of Unicist Reverse Engineering for Object Design 77. The Ontogenesis of Knowledge Acquisition 78. The Origin of Human Fallacies 79. The Path of the Architect 80. The Power of Nations 81. The Unicist Approach to Businesses 82. The Unicist Ontology of Ethical Intelligence 83. The Unicist Ontology of Family Businesses 84. The Unicist Ontology of Human Capital Building 85. The Unicist Ontology of Network Building 86. Unicist Business Architecture 87. Unicist Business Diagnostics 88. Unicist Business Objects Building 89. Unicist Business Strategy: an Emulation of Nature 90. Unicist Business Strategy: Ontology based and Object driven Business Strategy 91. Unicist Business Therapeutics 92. Unicist Confederation: Cooperation in Diversity 93. Unicist Country Future Research 94. Unicist Country Scenario Building: Ontology based Country Scenario Building 95. Unicist Future Research 96. Unicist Marketing Mix 97. Unicist Marketing: Ontology based and Object driven Marketing
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98. Unicist Mechanics & Quantum Mechanics 99. Unicist Mechanics: Business Application 100. Unicist Object Driven Diagnostics 101. Unicist Object Driven Learning 102. Unicist Object Driven Management 103. Unicist Object Driven Marketing 104. Unicist Object Driven Negotiation 105. Unicist Ontogenetic Algorithms to solve business problems 106. Unicist Ontology of Evolution For All 107. Unicist Ontology of History: Unicist Methodology for Historical Research 108. Unicist Ontology of Language 109. Unicist Organization: Object Driven Design 110. Unicist Organization: Ontology based and Object driven Organization 111. Unicist Organizational Cybernetics 112. Unicist Personal Strategies 113. Unicist Personalized Education 114. Unicist R&D of Adaptive Systems in Business 115. Unicist Reflection to focus on solutions 116. Unicist Reflection: The path towards strategy 117. Unicist Standard for Adaptive System’s Pilot Testing 118. Unicist Standard for Business Benchmarking 119. Unicist Standard for Business Growth 120. Unicist Standard for Business Objects Building 121. Unicist Standard for Critical Mass Building 122. Unicist Standard for Human Adaptive Behavior 123. Unicist Standard for Ontological Business Diagnostics 124. Unicist Standard for Ontological Business Modeling 125. Unicist Standard for Ontological Change Management 126. Unicist Standard for Ontological Leadership 127. Unicist Standard for Ontological Scenario Building 128. Unicist Standard for the Ontological R&D of Adaptive Systems 129. Unicist Standard Language 130. Unicist Standard Language: To design, build and manage Human Adaptive Systems 131. Unicist Standard to deal with the Ontology of Learning 132. Unicist Standard to deal with the Ontology of Personal Evolution 133. Unicist Standard to Manage the Ontology of Businesses 134. Unicist Standard to Research the Ontology of Human Adaptive Systems 135. Unicist Superior Education 136. Strategic Thinking 137. Concepts make you Free 138. Unicist “Q” Method 139. The Unicist 5 Why Method 140. Virtual Marketplace Building
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141. Evolution of Intelligence 142. Guidelines for Systemic Business Problems Solving 143. Introduction to Conceptual Anthropology 144. Introduction to Sustainable Globalization Building 145. Introduction to The Nature of Economic Freedom 146. Commercial Critical Mass: Critical Mass Building for Marketing Processes 147. Unicist Commercial Objects: to Drive Commercial Processes 148. Unicist Semantic Objects: for Innovation & Differentiation Marketing 149. Unicist Learning Objects for Superior Education 150. Unicist Research & Innovation
