Orgtology is about understanding organisations. It thus makes sense to know what an organisation is. One will agree that you do not create a child when registering it with a Home Affairs department. In so, registering a company does not create Org. Like human life, Org begins in consciousness. This is an awareness of purpose and an intent to survive. When we mobilise resources and intelligence around purpose and intent, Org comes to life. The registration of Org as a legal entity is only an act of compliance.
An organisation is a purpose that we sanction through intent. When human intellect and systems intelligence collaborate, magic happens. This interaction will organise activities and resources to a point where outputs appear. Where an environment outside Org sponsor these outputs, it will survive. Its efficiency will decide its performance and its effect will decide its relevance. In that we learn that Org must do two things. It must perform and stay relevant. There is nothing else it must do.
I am a European male, 1.9 metres tall, 50 years old, and I speak with an Afrikaans accent. My physical features make me unique and in so, different to anyone else. That is my X-factor. Yet, if dissected, one will find that my anatomy is like that of every other person on this planet. In fact, when taken apart, my parts will resemble the parts of everything else. Difference is a macro reality and a quantum illusion. Sameness is a macro illusion and a quantum truth.
With that dramatic entry I now pose that all organisations share a basic anatomy. This does not make them the same. It only suggests that they are made of the same stuff. Org is a purpose, surrounded by intelligence, energy, and intent. In 2001 I created a model that depicts the anatomy of an organisation. It shows the vertical cut of a sphere. At its centre is purpose (P), which is its origin. Surrounding this purpose is intent; energy (resources); and intelligence. I refer to this combination as TEI. The letter "T" is an acronym for intent so that we do not confuse it with intelligence (I). Surrounding Org is an external environment (Ω) and entropy (FOE).
TEI is a field, which displays shades of grey. This depicts the complexity of duality. In line with the thinking of Lao Tzu, the white parts are projective, whilst the black parts are receptive. Their interaction portrays shades of grey.
Bordering the TEI field is the force of entropy (FOE). This is a natural force that constantly works towards disorder. Entropy is nature's way to reorder energy and intelligence that has lost its relevance.
On the far-outer circle of the sphere is an external environment (Ω). To exist, Org must have a relationship with its environment. This relationship will decide the fate of Org. A weak relationship will increase FOE and contrariwise. As with human life, Org begins in a state of dependency. To survive the table must turn. This is a process where Org negotiates a favourable position within an environment. A best-case scenario is where an environment needs Org more than the other way around. A worst-case scenario is an environment that does not need Org at all. It is likely that Org will exist between the two.
Purpose is the nucleus that defines Org. Where purpose changes, Org will become something other than what it was before. No purpose can exist outside an environment. Therefore, a need within an environment gives birth to purpose. This need can be conscious or subconscious.
Mother nature needs honeybees to pollinate plants and grazers to control it. This is a duality between entropy and growth. In so, predators control the grazers and grasshoppers control the grass. In turn, praying mantis will control the grasshoppers. Nature will choose and end purposeful processes, as and when needed. The boundaries of purpose shackle all species. E.g., a praying mantis cannot decide to become a vegetarian. It therefore cannot decide to act outside its purpose. But humans can create intent beyond any given purpose. A forestry company can, for instance, decide to manufacture mobile phones. Human intent makes it possible to control an environment. As a result, the creation can challenge and control its creator. This is an unnatural state. E.g., we have created a world of things to serve us. Yet, we now we serve this world of things. Our ability to create intent beyond purpose also gives us the ability to innovate. Org is a result of this ability. Because of this, our environment no longer determines our purpose. Organisations now runs the world of people.
Org became known through agriculture. Villages needed food on a consistent basis. So, Org was instantly sanctioned. There was no dispute for the need to farm. As humans evolved, we began to disrupt needs with desire. E.g., the ability to abort a child before birth disrupts the natural need for procreation. Humans can even disrupt a disruption. E.g., Apple iPod killed the use of a Sony Walkman. Where you create purpose, you create Org.
As mentioned, intent (T); energy (E); and intelligence (I), enables the purpose of Org. Jointly, we call this collaboration TEI. The task of TEI is to help Org perform and to stay relevant. It is the fuel of Org, without which, it will not survive.
Orgtology has extensive theories on intelligence. In orgamatics we have Theory 2I of Orgtelligence. In organamics there is Theory Ix on Human Intellect. We split the intelligence of orgtelligence into two parts. The one is implied and the other tacit. Processes own implied intelligence. All living things carry this intelligence within their physical structures. For that reason, babies know when to walk and snakes do not have to go to snake school. Then there is human intellect. Unlike implied intelligence, it is unique to a person. We can experience this through the wisdom that comes through only one mind.
In Org we need implied intelligence to be efficient and tacit intellect to be effective. The former drives efficiency and the latter effectiveness.
The theory of entropy originated as the second law of thermodynamics. Its use is to measure disorder within a system. It teaches us that no physical object can claim permanence. Entropy needs no strategy, plan, or intent. All it needs is time, through which it can make all that exists irrelevant. According to FOE, it is not natural for energy to pass from a lower to a higher level. A fire, for instance, will die if you do not add wood. In so, the natural direction of change is always towards disorder, and not order. All you must do to destroy Org is nothing. By doing nothing you will achieve nothingness. This is FOE at work.
On face value FOE might seem like something bad, but its purpose has beneficial use. Disorder is nature's way to remove that which has become irrelevant. To us, disorder is deterioration, which leads to chaos. Yet, it is simply a system that reorders itself. It redistributes energy. Chaos is a word that describes an order that we do not understand. Once I left an old chair outside my house. After some time, it completely came apart. Riddled with termites, and the worst for wear because of weather, it was no longer a chair. It had lost its use, for its purpose became redundant. It could still be functional, if I varnished and kept it inside. But then again, I did not really have a need for it anymore.
Where Org stops fulfilling a specific need, entropy will speed up. In so, it epitomises nature's way of taking out the weak. FOE will always be present in Org. We see this when people stagnate; assets that become obsolete; products and services that lose their relevance; processes, which become outdated; strategy that loses its aim, etc. There will always be a force within Org that constantly works towards total disorder.
In terms of the theory of FOE, we can curb entropy if we isolate energy from its outer environment. E.g. if you vacuum pack meat, and put it in a freezer, then you fully protect it from any outside elements. In this way, your meat will be edible for quite some time.
In Org, we enclose energy within a process. By doing this, we minimise human choice, which creates order. E.g. a conference attendant, who services a conference room, must follow a process that will ensure that he prepares the room, 30 minutes prior to the conference. There is not much thinking or debate that can happen here. At 8:00am, the attendant enters the room. He will put a bottle of water, peppermints, and stationary on each delegates table. Water comes on the left, peppermints on the right, and stationary in the middle. He will test the data projector, adjust the air conditioner, and so on. At 08:30am, he will complete this process, and then leave the room. The attendant cannot decide to change the given time or sequence. All intelligence in this process belongs to Org, and not to the attendant. To replace him would take the venue manager only a few hours. All that one would have to do, is induce a new employee into this process. Not only will a process slow down FOE, but it will also help to predict performance; reduce uncertainty; and minimise risk. Yet, as with our example of the vacuum-packed meat, eventually FOE will claim its toll. At some point, all processes will become outdated; redundant; and irrelevant. The abstract thinking of humans will create innovative ideas and disruptive thinking. This is what Org needs to pollinate the functionality of processes. In so, tacit intellect keeps process intelligence relevant.
Org must stay relevant, regardless of how well it might be doing at present. Often, current success might blur the necessity for transformation. The ally of entropy is time, which means that time is against Org. We must change to stay relevant. The price of change is exposure to FOE. To minimise exposure, Org must isolate its work from dysfunctional dynamics and influence. At the same time, it must disrupt its processes to renew them. This is a deliberate act of disorder. Therefore, to perform we create order and to be relevant, we introduce chaos. It is a "catch 22" situation, since one cannot be without the other.
In Orgamatics we see existence as an infinite system of complex process relationships. Org is simply a construct that responds to a need, within this infinite process network. Process intelligence and tacit intellect define the internal world of Org. Relationships and relations defines its environment. To decide the difference between internal and external is often complex. Rules on the outside are also the rules of the inside. The only way to know what is inside and what is out is to have a clear consciousness of purpose. This will create an identity, which will drive the relations and relationships of Org.
Because relations and relationships define an environment, we must know their difference. In short, a relationship is reciprocal, whilst a relation is not. When walking my movement is in relation to gravity. I need gravity, but it does not need me, therefore there is no relationship. To walk past a person implies a relation. To love a person implies a relationship.
To survive, an environment must sponsor Org. To stay sponsored, Org must continue to ensure relevant performance. Sponsorship could include a myriad of means. E.g. paying of tax; buying of products or services; voting at an election; giving money to a worthy cause; etc. Where an environment sponsors Org, it wants it to exist.
© 2019-09-09: CFT Hendrikz