The scientific research done
The scientific research and method development done, is ranging from basic research, via applied research to the actual development work. This research is to be found in the field of formal science, since the fundament in the system is axioms (axiomatic system), not hypotheses. From these axioms, deductions are drawn to show new theories that ways of working need to follow in order to make an organization flourish. These axioms are already stated basic natural science that are putting constraints on our system, i.e., our way of working or method. This means that no empiric procedures with experiments for validating hypotheses are needed, as in empiric science. This makes this research very different from ordinary research of a human system, i.e., a Complex Adaptive System, CAS, see also Reasonings about Complex Adaptive Systems. The reason is that ordinary research of a human system with all its variables, is merely trying to imitate the empiric procedures in natural science, making them trapped in 'physics envy', due to non-replication of earlier experiments.
It is important to point out that for Research & Development (R&D), with a scale ranging from basic research, via applied research to the actually development work (for making the products fulfilling the science), the further we come away from basic research, and towards development work, the further we go towards transdisciplinarity (tvärvetenskaphet in Swedish). This can be seen in for example one of many resulting products of System Collaboration, the TDSD method for software development, that need to follow all 'activated' axioms from many different scientific disciplines, in order to make an organization flourish. This is also why the term transdisciplinary is used throughout System Collaboration, and clearly differed from interdisciplinary, since it is not about making new disciplines out from a deep knowledge in a mother discipline, commonly associated with interdisciplinary work. A transdisciplinary approach is 'above' the disciplines, actually wiping out the disciplines in the solution, i.e., only strictly following the science, the axioms within them.
It is also important to point out that practical experience of product development in waterfall, Lean product development and agile ways of working over decades, showed many kinds of repeated organizational problems (symptoms) in different domains, which was the reason why the research started. The fact that these high number of symptoms, mainly only leading to a few, and often the same root causes no matter way of working or domain, gave the understanding that it could not be a coincidence.