Humans create workplace dynamics. Organamics studies the effect of that. These dynamics stimulate growth, development, and change, which will influence the performance and relevance of Org. The variables that create dynamics get their meaning from context. These variables are intelligence, paradigm, and identity. Jointly they decide how relevant and performing an individual is. There are three key dynamics. They are leadership-; team-; and intrapersonal- dynamics. I discuss each below.
We base organamics on four theories. They create a base through which we can grasp and work with the dynamics of Org. This will help people to perform and stay relevant to the organisations that they serve. Therefore, organamics helps a person to be a Relevant and Performing Individual (RPI).
In my post: "Hypothesis 2x of Inverse Duality", I explain the core assumption of orgtology. It leads us to the base theories for orgamatics and organamics. In line with Hypothesis 2x, all the theories of organamics are dual. This means that each theory has two concepts. One is always receptive and the other projective. In so, one is always in direct relation to the other. A general rule is that these relationships are inverse. This means that where you decrease the value of one, the value of its dual side will increase. In organamics we always strive to find equilibrium between the parts of a concept. E.g., we hold that intent drives relevance and purpose drives performance. We must know how much our human resource pool will aid to the enablement of each. In this example, we must find equilibrium. This is a point that will show how much human energy we must have to secure our intent. These would be areas such as strategy and transformation. Also; we must know how much humans Org must have to control its purpose. This is the activity that Org needs for operational process flow. In the first case we pay an employee to drive transformation and hold risk. In the second case we pay a person to do repetitive work.
| Theory Ix of Intelligence||This theory poses six levels of intelligence. They are physical; cerebral; emotional; creative; contextual; and spiritual. We rank them in that order. Each level is either projective or receptive. This will depend on whether intent or purpose drive them. Intent will drive projective intellect, which disrupts and brings change. Purpose will drive receptive intelligence, which creates order through repetition.|
| Theory Px of Paradigm||Paradigm is the window through which one or more people see the world. In so, it is a mental model. Its defining factors are values and beliefs. They are receptive because they hold and grow the paradigm. A paradigm will manifest through behaviour and expression. They are projective because they disrupt efficiency. This is because each person's behaviour and expression are unique. That threatens efficiency, which will always strive for homogenous behaviour.|
| Theory Sx of Identity||This theory poses that each person has different forms of identity. E.g., we each hold a "fixed identity", such as age, height, gender, race, etc. Then we have collective identities such as culture, workplace, sport, etc. People also often have hidden identities. These could be things such as sexual preference, health status, desires, etc. Identity begins at birth. From there it evolves as you interact with people and systems.|
| Theory D of the RPI||RPI stands for Relevant and Performing Individual. It poses a model that combines the other three organamics theories. Through this model a person should know what to do to perform whilst staying relevant.|
Jointly, the four theories above give rise to three dynamics. They are leadership-, team-, and intrapersonal- dynamics. Their task is to make the theories practical.
The task of a leader is to keep Org relevant. A manager helps Org to perform. They are not necessarily different people. Leaders drive intent whilst managers serve purpose. The same person could do both but will have to switch focus between purpose and intent. This helps us to deal with the relationship between authority and power. It includes the relations between subordinates, superiors, and an environment. Areas that we study in this dynamic are negotiation skills; influencing skills; strategic thinking; etc.
Teams execute the work of Org. A team implies a purpose and an intent. Members will organise themselves around this. The process of organising themselves will create dynamics. This will influence their work. It is key to make sure that team dynamics stay healthy. It will directly influence the outputs that Org must deliver. Areas that we study here are workplace diversity; team motivation; team development; group dynamics; communication skills; interpersonal conflict; dealing with difficult people; etc.
Intrapersonal dynamics is the relationship that a person has with the self. Our take is that one can only have healthy relationship with others if you are oaky with yourself. Stress, depression, assertiveness, personal goals, etc., are all intrapersonal. This dynamic decides how happy one will be – for the most part at least.
In this "three-tyre" approach, it is key to ask the right questions. "Which traits must I have to influence people?" "What must I do to empower processes?" "What skills do I need to be an asset to the teams within which I work and play?" "What must I do to be a happy person who has meaning in life?" Orgtology negotiates a relationship between the intelligence of people and that of systems. How you influence and empower this relationship will define who and what you become.
This is a brief overview since organamics covers a wide range. It takes a scientific view of the human dynamics within Org. If you want to learn more, I suggest that you enrol for the IOI online orgtology programme. You can get info from the link below…
© 2018: CFT Hendrikz