Organamics is an orgtology field where we study the effect of people dynamics on organisational functioning. Humans create workplace dynamics. This stimulates growth, development, and change. Organamics studies the effect of that on the performance and relevance of Org. The term blends the words "organisation" and "dynamics".
By understanding people dynamics, we can keep Org relevant, because innovation is only possible through abstract thought and humans are the only resources that Org has that can do this. In that, we hold that it is not possible to stay relevant without coping with change and that innovation is the best way to do so.
This is important because the future is an open canvas. We can create it if we understand that its creation is through deviation from algorithm and not compliance to it. Yet, we must know that efficient algorithm will induce high performance. It is not one or the other. It is about finding a "sweet spot" of co-existence.
The unpredictable, irrational, and abstract part of Org is its X-Factor. This is what we study through organamics.
Organamics is about people. They are mostly irrational, abstract, and unpredictable. These are not weaknesses. In fact, without these characteristics, Org will lose its relevance. Thus, it is not the mechanical side of being human that interests organamics. Artificial intelligence has enough of that. But AI cannot create a Julius Caesar or a Salvador Dali. Mutation drives evolution, not perfection.
From this understanding, we try to gasp what makes humans 'not perfect'. In so, orgamatics aim to understand…
In Hypothesis 2x, the "x" denotes the X-Factor. That which we cannot predict. To understand this, we probe human intellect, paradigm, and identity. Organamics creates a theory around each. They are:
The "E" in Theory Ex stands for "entity" since "I" is already taken for "Intellect".
The task of organamics is to cultivate a Relevant and Performing Individual (RPI). This gives birth to its fourth theory – Theory D of the RPI. It brings the other three theories together.
The dynamics that people bring to Org will keep it relevant. In so, Org must choose its people well. What is relevant to a person will become performance to Org. It is hard for people to change who they are to fit into Org. I would say that it is impossible. It is therefore important that people know who they are and what they are capable of. A person who knows him/herself will be a relevant and performing individual. This will be good for Org.
The table below gives a breakdown of the four organamics theories.
When activity interacts in an unpredictable way, it becomes dynamic. If there is no reciprocity in the interaction, we call it a relation. E.g., when you bump your toe. This dynamic was created by your own unpredictable behaviour. The stone had nothing to do with it. If there is reciprocity, we call it a relationship. E.g., falling in love. Reciprocal behaviour between two people created this dynamic. It can also be a once-off thing, such as two people irritating each other in the subway.
This is the relationship that a person has with the self. One can only have healthy relationship with others if you are oaky with yourself. Stress, depression, assertiveness, personal goals, etc., are all intrapersonal. Also, one's ability to stay healthy, focus, sleep well, etc. It is very much a Mind-body relationship. This dynamic decides how happy and healthy one will be – for the most part at least.
Teams execute the work of Org. Members will organise themselves around their interpersonal effectiveness. This process will create their dynamics. It will influence their work. Therefore, it is key to ensure that team dynamics stay healthy. This will directly influence the results of Org.
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 understanding helps us to deal with the relationship between authority and power. It includes the relations between subordinates, superiors, and an environment.
By working with the X-Factor within Hypothesis 2x, we create four theories. They help us to understand the dynamics within Org. In turn, this helps us to work with complex human behaviour. The table below shows the flow of this explanation…
© 2018: CFT Hendrikz