Daily Archives: October 22, 2010

Unicist Functionalist Approach

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Unicist Functionalist Approach

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Integrating cures, prevention and wellbeing in healthcare

Medical practice naturally includes a curing activity, which includes both curative and palliative aspects and a preventive action in order to provide wellbeing.

The most difficult aspect in healthcare practice is to be able to integrate these three aspects in a realistic way and not considering only what should be done.

The signs and symptoms of a patient are observable. Dealing with them only requires having the knowledge of their meaning.

The aspects that deal with prevention are less observable because they vary from culture to culture and from patient to patient.

But the most difficult aspect to deal with is the understanding of the wellbeing of a patient which can only be intuited.

The preceding facts explain why healthcare is strongly focused on curing.

Medical Practice Viruses

When physicians do not assume the responsibility for wellbeing they install a business virus type “A” into their practice. The consequence is that they will be focused on diseases.

When physicians do not consider prevention they install a business virus type “B” into their practice. The consequence is that they will be focused on an “invasive” approach to patients.

Access more information on business viruses at: http://www.unicist.org/deb_ubt.php

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

Diana Belohlavek
VP Knowledge Management
& Communication


The coordination of Unicist “A” Groups to introduce changes

The leadership of Unicist Avant Garde Groups requires fostering extreme synergy among the members. It is based on three differentiated roles: the coordinator, the fallacy-shooter and the ombudsman/woman.

Unicist A groups leadership“A” Groups are the “institutionalized” way to introduce medium size changes in an organization. They are fully participative and democratic. Democracy in business implies that all the opinions have the power of their groundings.

Medium size changes are introduced to increase the level of security in work processes to empower an organization to increase the added value in their internal and external environment.

Changes are introduced through the operational modifications of work processes or in the business objects that are being used.

To ensure the success of an “A” Group its leadership has to fulfill the following objectives:

1) The Coordinator has to guide participants’ work and delivery. If participants have problems with their delivery the coordinator has to solve them somehow.
2) The Fallacy-shooter has to confirm the validity of the proposals. S/he has to ensure that the necessary knowledge to develop the work is available and also support her/his colleagues.
3) The ombudsman has to ensure the achievement of the value adding solutions for the internal/external clients of the group.

The external counselor is responsible for providing the necessary technologies, the democratic context for the group and for managing the structure of the change-project, providing the necessary alternatives to achieve the change that underlies the operational aspects of the activities.

The preparation period of an “A” Group demands between 2 weeks and 2 months until it has the concept of what is being done. Then the implementation process is very short.

Success, recognition and diplomas close the process of an “A” Group.