The Orgtology Glossary

5V is a robust model that creates five vision statements. These visions are the five super goals of Org. With 5V we create chunks of triumph that Org can chew. This will aid a focused strategy. To this date, the 5V Model has proven its application value in a myriad of organisations. Derek Hendrikz developed the 5V Model in 2006 to guide strategic direction and choice. It is well known that vision drives strategy. Yet, mostly the gap between vision and a current reality is too wide. It is often impossible to close the gap between current and desired reality because the vision is to unattainable. As result, strategy often becomes an end, instead of being a means to an end. A common remedy given by theorists is to create a quantifiable vision. But this will kill the ability to dream without limits. To resolve this, Derek created a ladder of five vision statements, each being a strategic Super Goal. It starts with V1, which is a non-quantifiable and ultimate vision. Then we go to V2, which is a dream that ends 15-years from now. Then we go to V3, a 10-year dream. From there we work with V4, which typifies an achievable goal for the end of a strategic period. Our last statement is V5, which defines a 12-month goal. In so, V4 becomes the primary driver of the 5V Model because it shows the end of a strategic period.

5V Statements are the five Super Goals of Org that we define within a 5V Model. It is simply five vision statements for the organisation. We describe these statements in the 5V Model. Jointly, the 5V Statements and the V4 Targets are the tools we use within the 5V Model.

Org’s ability to be relevant is the sum of its human (tacit) intellect and intent measured against its purpose. We create intent through the 5V System. Tacit intellect is the intelligence of the humans who partake in the purpose of Org. Therefore, if Org has intelligent humans and well-defined intent, they have an ability to stay relevant.

Org’s ability to perform is the sum of its process (implied) intelligence and its resource strength measured against its purpose. Process intelligence are the algorithms that Org can run without human intervention. Resource strength is the quality and quantity of people, money, and assets that Org has to its disposal. Therefore, if Org is well resourced and has intelligent algorithms, it has an ability to perform.

We use an absolute cost weight (ACW) to work with the efficiency of activity. It is the weight that the cost of a cost hub has to the overall cost of Org. A cost hub can be any part of Org, such as the sum of strategic initiative, the sum of operations, or the sum of any other part of Org. E.g., if the cost of all strategic initiative is 40% to the total budget of Org, then the absolute weight of such initiative will be “.40”, etc.

We use an absolute priority weight (APW) to work with the efficiency of activity. In orgamatics, Org has several systems. Each system holds several processes. In this process hierarchy, each process has a purpose, which we measure through targets. An absolute priority weight is the rank of a target within the entire organisation, measured as a weight. E.g., if Org has the sum of 67 targets, who collectively has a weight of 500 points, and a target of a process has the weight of “.30”, then we can find its APW by dividing it by 500. This will reduce the weight of such target to 6%. Its absolute priority weight is then “.06”, and this will show its rank within Org. Org thus becomes its priority hub. Other weights that relate to the absolute priority weight, are group priority weight (GPW) and priority weight (PW).

We use the absolute time weight (ATW) to work with the efficiency of activity. It is the weight that the time of a time hub has to the overall time that we take to do things in Org. A time hub can be any part of Org, such as the sum of all the time that it takes to do our strategic initiative, to do our operations, or to do any other part of Org. E.g., if the time of all strategic initiative is 40% of the total time budget of Org, then the absolute weight of the time of our strategic initiative will be “.40”, etc. Other time weights that relate to absolute time weight are the group time weight (GTW) and time weight (TW).

Abstract thinking is the ability shift consciousness beyond a physical world. This happens when we think about objects, principles, and ideas that are not physically present. It includes symbolic thinking, which happens when we substitute a symbol for an object or idea. In orgtology we believe that abstract thoughts help us to create intent. This separates us from other animals. We can conceive and thus c. Abstract ideas disrupt physical processes. System cannot do this. In so, humans cannot run algorithms as precise as systems can. In so, humans and systems can create such a formidable force that we call Org.

Accreditation is the process of accrediting professionals. When the International Orgtology Institute (IOI) accredits an orgtology practitioner, they officially recognize such person as an orgtology professional. In this, the IOI acknowledges someone as qualified to perform orgtology services, deliver orgtology products, and/or develop such products or services. The IOI only has two types of accreditation. They are Orgtology Specialists and Orgtologists. The IOI also registers users on its site and enrols orgtology students. Further, the IOI endorses service providers and professional institutions. These are not accreditations; they are registrations and endorsements.

The International Orgtology Institute (IOI) accredits two types of practitioners. The first is an Orgtology Specialist and the second an Orgtologist. These are professionals who practice in orgtology. The entry requirement for both is a recognised degree. Also, both must do extensive training with the IOI. When an orgtology student has done hir training, ze will hold the title of an Orgtology Specialist. To become an Orgtologist, the Orgtology Specialist must publish an article in a recognised Academic Journal. This will afford hir the title of Orgtologist. Therefore, an Orgtologist has higher academic acclaim than an Orgtology Specialist. Both are accredited orgtology practitioners. Also, both can partake in the development and delivery of orgtology products and services.

An activity is the doing of a task. Through activity we disrupt time and space. It creates consequence, which for Org is a result. The consequence of activity is an output that will induce an outcome (effect). Efficiency and effectiveness are not possible without activity. Orgtology has two arms. One is orgamatics where we deal with the algorithms of organisation. The second is organamics where we deal with the dynamics of organisation. Activity drives orgamatics whilst perception drives organamics. A sequence of activity holds the algorithm of any organisation. Through the placement of activity within time and space, Org creates its results. Activity is thus the core of orgamatics.

In orgtology we use the terms “algorithm” and “process” synonymously. The term “algorithm” is mostly used in mathematics and computer science. It is an unambiguous specification of how to solve problems, perform calculations, do data processing, devise automated reasoning, and other tasks. In orgtology we see it as a set of rules that dictate the movement of activity to produce a predetermined output. We therefore see it as a process within Org. A process is any progressive movement towards a specific or general result. Process therefore directly implies causality, which means that there is always a cause that ignites an effect. In this “stimulus – response” relationship we must define several variables in relation to one another. Such variables are: dependency flow; time; task; authority; resources; outputs; targets; etc. A process implies transformation, and the result is always change at some level. Processes can be conscious or subconscious. Planning and corporate reengineering are conscious processes, whilst survival and evolution are subconscious processes. Any sequence of activity will create a process. Therefore, all projects and procedures are processes. Yet, not all processes are procedures or projects. All processes have a specific algorithm.

The anatomy of Org model shows a generic construct for all organisations. Derek Hendrikz created this model in 2001 to show that all organisations have the same construct. This is true for-profit, not-for-profit, and government institutions. The model consists of purpose (P), intent (T), intelligence (I), energy (e), a surrounding force of entropy (FOE), and an external environment (Ω). This model is a key influence to defining the relationship between relevance and performance. It also creates the core concepts for defining a Relevant and Performing Organisation (RPO). The RPO is an orgamatics construct. In this, the model drives all the orgtology theories and models that pertain to orgamatics.

Anxiety-based focus is a concept that forms part of a focus model that Derek Hendrikz created in 2013. The model shows how varied factors will shift the intensity of focus. With anxiety-based focus (AbF) external pressure forces urgent effort and tacit intellect. This means that there is a crisis that you must deal with. It happens when you must do something, cope with something, or when deadlines and goals drive you. Examples of AbF are not being able to pay bills, waking up and realising there is a housebreaker in your home, having a flat tyre in the middle of nowhere, having to work through the night to hand in a university assignment, engaging with office politics to secure your promotion, finishing a project on time, etc. It happens when you must apply your mind to a situation that an external entity created for you. In other words, it is something that you must think about and do to avoid an unpleasant situation.

Artificial Intelligence (AI) is intelligence that machines have. Machines are devises and mechanics that can perform basic to advanced algorithms. E.g., a calculator, a mobile device, laptop, or advanced systems that governments use. We sometimes refer to AI as machine intelligence.

An assumption is a supposition or a presupposition. It is a belief that an arguer uses as a starting point of logical proof. No theory or scientific experiment is possible without assumption. In fact, all human behaviour and thinking begins with assumption. Assumption becomes a fact if we can give it an algorithm that we can prove. For this we must explain a condition through mathematical reason. Up to that point an assumption is just a presupposition or a supposition. A presupposition is a prior condition for a theory that we hold as true. It is thus something that we must presuppose (a supposition) to work with a theory. In orgtology we have presuppositions on leadership, relevance, management, performance, and organizations. We base all the theories of orgtology on these assumptions.

Authority is the official power given to somebody to take charge of something or of a situation. The organization gives authority to people to manage a specific organizational dimension, to run a process, or to complete a project. Authority is given and can therefore be taken away. It can be given for a specific period or for an undefined period. The concept is mostly associated with the management of Org. All organisational processes derive their authority from organisational purpose. In so, mission or purpose authorises what managers do. Therefore, the authority given by people to other people begins in purpose.

In 2006 Derek Hendrikz created the eight base theories of orgtology. We often refer to these as the Core Theories of Orgtology. He also created Hypothesis 2x, which gives a premise on inverse duality. All eight theories are based on Hypothesis 2x. The two arms of orgtology, which are orgamatics and organamics each hold four theories. In orgamatics there is Theory 2I of orgtelligence, Theory 2P of work, Theory 2E of results, and Theory O of the RPO (relevant and performing organisation). In organamics there is Theory Ix on intellect, Theory Px on paradigm, Theory Sx on identity, and Theory D on the RPI (relevant and performing individual). Hypothesis 2x and its eight theories drive our understanding of orgtology.

A baseline quantification is an exact measurement of performance or relevance before any change occurs. This allows Org to measure the effect of an applied improvement or a solution to a known problem. We often call this a baseline measure. Baseline quantifications help us to achieve both efficiency and effectiveness.

A belief is information you have about people, objects, issues, etc., that you consider true and factual. Such belief can be wrong or right. Beliefs define what you believe. This is a confirmation of what is true and real to you and what is not. External contexts such as the environment where you grow up and the contexts within which you function shape and define your beliefs. Conscious awareness creates the belief system of any person. You shape and define your belief system as you become consciously aware of the self and how you relate to people, objects, and issues.

A binary means that something is composed of, or involves, two things. In mathematics it is a system of numerical notation that has 2 rather than 10 as a base. Binary is thus a bijective base-2 numeral system. In orgtology we sometimes use the terms “binary” and “duality” synonymously because both have two parts. However, to most people Binary has a specific mathematical connotation.

A black swan audit is an assessment of how ready Org is to deal with disastrous events. Such an audit must assess whether Org will be able to continue business if unpredictable event with high impact strikes. In orgtology we do not believe that contingency plans are enough to manage black swan risks. Beyond checking for contingency plans, an audit must also include Org’s risk appetite; the repetitive vs. non-repetitive activity ratio that Org authorises; the leadership capability that Org has, to deal with crisis events; and whether Org would financially survive if disaster strikes.

A black swan risk is an event or occurrence that is extremely difficult to predict. In other words, we do not know how likely it is to happen. To manage any risk, we must grasp both its probability and impact. With black swan risks we will only experience impact as and after it happens. These risks deviate from what we normally expect. Their nature is typically random and unpredictable. Examples of black swan risks are acts of terrorism, e.g., the September 11 incident; natural disasters, like a Tsunami; etc. Crisis management skills and contingency plans are key to manage black swan risks.

A body of knowledge (BoK) is the complete set of concepts, terms, and activities that make up a professional body. Professional associations have the responsibility to create and keep the knowledge that its members must have to practice in their profession. The OBoK is the Orgtology Body of Knowledge. It consists of a core hypothesis, eight base theories, concepts, models, and tools that members must master to practice as Orgtologists. Therefore, we base the practice of Orgtology on the OBoK.

A breakeven point is the level where total revenues equals total expenses. In other words, the break-even point is the minimal accepted point of revenue for Org. Therefore, there is no profit or loss. The revenue of Org must cover its total fixed and variable expenses for a specified period. To calculate a BEP in units: BEP in Units = Fixed Costs / (Sales Price per Unit - Variable Cost per Unit). In efficiency, a breakeven point is where outputs equal inputs. In effectiveness a breakeven point is where relevance of an output equals the outputs produced. In economics it will be where supply is equal to demand.

A C-key is an orgamatics tool that we use to classify activity within process and project construct engineering. The “C” in “C-key” stands for “Classification”. There are three types of C-keys. In process construct engineering we work with Task and Process C-keys. In project construct engineering we work with Task and Project C-Keys. A task means that we do it as it stands. There is are no other sequence of tasks within a task. A person in charge of a task is a task manager. An activity is a process if it has a sequence of activity that we must do. It is therefore a child process of the process that classifies it as a task. A person in charge of a process is a process manager. In project construct engineering, an activity is a project if it has a sequence of activity that we must do. That is a project inside a project. A person in charge of a project is a project leader. We notate C-keys in process and project briefs, as well as in project plans. Herewith a list of orgamatics C-keys:

• iT Internal Task (task done by an employee)
• oT Outsourced Task (we pay an external entity to do this task)
• eT External Task (we do not pay for this task)
• sT System Task (artificial intelligence does this task)
• PF Process functionality (a condition or decision precedes this process task)
• Pi Internal Project (employees run the project)
• Po Outsourced Project (we pay an external entity to do the project)
• Pe External Project (we do not pay for the project)
• iP Internal Process (process within a system, run by employees)
• siP Shared Internal Process (existing process that we share between systems)
• oP Outsourced Process (process within a system, run by an external entity)
• eP External Process (process outside our systems - that we need)

In orgtology we use the term “certification” to denote that the International Orgtology Institute (IOI) has assessed an orgtology product or service and that they found it compliant. Where the IOI certifies a product or service, they will issue an orgtology certification number (OCN). The IOI will promote certified entities with their orgtology products and services on the official IOI web page. Learners will also receive credits for IOI certified training. They can redeem these credits at the IOI for continuous development (CPD) points or for credits in their training as Orgtologist.

Change is what people do when they can no longer continue with what was relevant before. It is a conflict of awareness followed by renewed thinking. Change is revolutionary and transformation is evolutionary. Change is driven by leaders and transformation directed by managers. In organizational sense, change, if accepted, initiates a process of conversion or transformation. The purpose of change is to bring a new state of relevance to consciousness. For example, when the world began to question the relevance of kings and Queens, a new consciousness dawned. This conflict of awareness between what was and what should be (according to our new thinking), brought about a new and (hopefully) sanctioned awareness. This could cause the topplement of such royalty. To bring about a new reality, there must be a process of growth and evolution. Since there is currently no system that can claim eternal existence, we must constantly change (revolutionize) to stay relevant. We bring about organizational change through insight, innovation, and influence.

Character is the distinctive qualities of an entity. In humans’ character is the mental and moral qualities of a person. Character includes personality, nature, disposition, temperament, temper, mentality, turn of mind, psychology, psyche, constitution, makeup, make, stamp, mold, cast; etc. It can also refer to persona, person, role, part; dramatis personae, etc. In orgtology, we use the term “character” to denote the qualities, traits, attributes, and features for an entity. An entity could be an object or subject.

A child process is a process that is born within a parent process. E.g., if your “night time” process for the night is to cook food, watch Game of Thrones, and then go to bed, then “cooking food” will create its own process flow. Therefore “cooking food” is a child process of the “night time” process. In orgamatics, we define the operations of Org through a process construct. In the process construct we have systems that each have several processes. Orgamatics hold that Org just has one process, but that we create a construct with a hierarchy of processes to make it comprehendible. One process with hundreds of activity and functionality is simply too difficult to follow for most. In so, Derek Hendrikz created the idea of “child processes” in 2006 to make a complex process construct more comprehendible.