The Orgtology Glossary

In orgtology we often use the terms “binary” and “duality” synonymously. Both “binary” and “duality” is something that has two parts. Mostly their difference is that Duality holds opposition or contrast between two concepts or two aspects of something. From there the term “dualism”. In orgtology Duality will always show an inverse relationship between two opposing forces. We derive our assumption that they are inverse because in Org opposing forces always draw from the same resource pool. E.g., there is only one resource pool that Org must execute its strategy and run its operations. This means that where we use resources for strategy there are less available for operations, and vice versa. Also, the two parts within a duality must need each other. E.g., without strategy, operations will face irrelevance. Without operations, strategy will have no meaning. They thus form an interdependent whole. Further, they oppose each other because strategy is disruptive whilst operations bring order. Lastly, strategy and operations are distinct and separable. Each part has a clear definition. Jointly they create an inverse duality for Org. In orgtology we have several inverse dual concepts. Some of these are: relevance and performance; leadership and management; repetitive and non-repetitive activity, etc.

In orgtology we study Workplace Dynamics through organamics. It is a study of the forces and properties within humans, which stimulate growth, development, and change within Org. Unlike Systematics, the variables of Dynamics are not known. In so, a lot of our work here is contextual and based on perception. To study the dynamics of Org we must grasp intelligence, paradigm, identity, and the relevant and performing individual (RPI).

Effective means that what you produce and deliver, is relevant. Effective thus means that what you do has a favourable effect on those who use your product or service. The world regards successful people as being effective. Unlike efficiency, effectiveness has external focus. Effectiveness is about the result you produce. Intent drives effectiveness. In that, intent must be relevant. In business you are effective if your customers describe you so. A private hospital might offer effective childbirth by having a gynaecologist, a paediatrician, an anaesthetist, and four nurses available for the labour. This contradicts an efficient childbirth, where we would only have one doctor doing the work of four. It is often hard to create equilibrium between effectiveness and efficiency. To decide effectiveness, we must weigh Relevance against Outputs. In this Relevance will be the numerator and Outputs the denominator.

Efficiency is the ability to achieve a desired result without wasted energy or effort. Concepts usually associated with efficiency are “time-saving”, “work-saving”, and “un-wasteful”. To decide efficiency, we weigh Outputs against Inputs. In that, Outputs is the numerator and Inputs the denominator. The less energy we spend on work produced, the higher our efficiency. Efficiency mathematics will reduce energy waste but cannot ensure relevant functioning. E.g., we could chop down a forest with engineering precision and no wasted energy. Yet, our efficiency will not guarantee that we are chopping down the right forest. It is for this reason that we always measure efficiency against effectiveness. Efficiency drives Performance whilst effectiveness drives Relevance.

Empowerment is the process of giving authority or power to a person or group. A manager empowers Org by enabling it to function efficiently and effectively. This enablement can take up various forms, such as focusing the organization on its mission; containing tasks through strategy, structures, and policies; and investing into employees through training, development, and mentorship. Empowerment also takes the form of delegation, which is a process of letting go of power. All managers get their authority from organizational purpose. Therefore, purpose is the ultimate authority of Org.

An endorsed provider is a company that the IOI endorses to use orgtology methods, concepts, etc., for commercial use. In other words, an endorsed provider can make money from orgtology. The IOI has a strict endorsement policy and criteria. E.g., an entity that wants endorsement must have an Orgtologist on their payroll or within their directorship. Once endorsed, the IOI will allow the provider to list their orgtology products and services on www.orgtology.org The IOI will then promote these products and services. The IOI regulates the endorsement of providers in their policy and procedures on “Endorsement of products and services”.

To Org, energy is its people, money, and assets. In other words, the resources of Org are its energy. Energy is the strength and vitality that an entity needs for sustained activity. An entity derives its power from its energy. Without people, money, and assets, Org will not function properly, and in so increase its chances to become irrelevant.

EOP stands for risk Exposure, Opportunities, and Process efficiency. Exposure is the risk milieu that Org must face. Opportunities are the time, people, or set of conditions that can add value to Org. In terms of EOP processes, they are both concrete and abstract. The former are mechanical processes that will repeat with certainty and calculation; such as recruitment, accounting, etc. The latter has unpredictable dynamics, such as communication, conflict, etc. Derek Hendrikz coined the phrase “EOP” in 2017 to develop a model that can rectify the shortcomings of the well-known SWOT analysis. EOP is the main task of any person who manages or leads within Org. The task is: (1) Minimise the risk exposure of Org; (2) Exploit opportunities that will drive your intent; and (3) Ensure that your processes are efficient.

An EOP analysis is a tool that we use to probe the state of risk Exposure; Opportunities; and Process inefficiencies within Org. Derek Hendrikz created the EOP analysis in 2017 to solve some of the conflicts that the known SWOT analysis has with orgamatics theory. The SWOT splits internal strengths and weaknesses from external opportunities and threats. In orgtology, this is an oversimplification of complex dynamics and algorithms that one cannot sperate by simply putting them into different boxes. Thus far the EOP Analysis has proven immensely meaningful in organisations that use it. SWOT is a quick fix to many who do not know how to decide strategic direction and objectives. The EOP Analysis is an overall organisational tool that drives conversations, decision, priority, strategy, and operations.

In its most simplistic form, equilibrium is a state of balance and calmness. It is a state where opposing forces or influences are in balance. It is therefore a state within which we find the most tolerable stress level. In orgtology we find meaning in opposing forces, e.g., strategy and operations. They oppose each other since they draw from the same resource pool to do different things. One task of an Orgtologist is to find equilibrium. This is a spot of perfection between what it must do to stay relevant and what it must do to perform. We do not use the word balance, since balance mostly shows a state of equality. In equilibrium the aim is to find the weight that each part must have to make the whole meaningful. E.g., strategy might take 30% of your resources and operations 70%. If that is the best state for Org, then the way it spends its resources is in equilibrium.

Evolution takes place when a system gradually develops into a more complex or advanced form. Different to revolution, evolution is a natural and non-conscious process. In other words, it happens without much conscious effort. Another significant difference between evolution and revolution is the speed at which they move. Intent drives revolution, and since it becomes irrelevant quickly, it must move at high velocity. Mostly a painstakingly slow process, the speed of evolution is highly dependent on the intelligence and energy that is has at its disposal. In our experience, systems that have the vibrant energy and efficient implied intelligence will evolve faster than systems that do not. On its opposing side, evolution has entropy. Entropy works in the same way and with the same rules, but towards the opposite direction. Evolution works towards order and entropy towards total disorder. In this opposing movement, they renew that which is relevant and remove that which is not.

The word “explicit” derives from the word “explain”. When we talk of explicit intelligence, we imply that we can explain, record, transfer, and teach it. E.g., Tiger Woods knows how to hit a perfect golf shot. Yet, he can only teach and transfer this intelligence to others if he can explain and record it. Mostly, this is easier said than done. One of the aims of orgamatics is to reduce risk exposure by internalising intelligence into a process. But before we can do so, we must be able to explain such intelligence. This means that we must make it explicit. We use the symbol “Ie” to show explicit intelligence.

In orgtology, an external environment is all the activity outside a system. In other words, an environment can be external to a process, project, division, or Org itself. We define an external environment through drawing the boundaries of our internal world. To human’s, ego defines an external environment. To Org, purpose defines it. We denote an external environment through the last letter of the Greek alphabet, omega (Ω).

An external process is a process that Org needs, but that is not under its authority or budget. In other words, the process is beyond the “jurisdiction” of Org. An example is where a Central Bank needs government to change its laws so that it can secure financial stability. In this case it is in the direct interest of the Central Bank to get these laws changed. Yet, the process of changing the law is not in the hands of the Central Bank. To them it is an external process. In orgamatics we use classification or C-Keys to classify the activity of Org. This helps us to design a process construct at utmost efficiency. We use the C-Key, “eP” to classify an external process.

An external project is a project that Org needs, but that is not under its authority or budget. In other words, the project is beyond the “jurisdiction” of Org. An example is where government launches a project to set up a foreign trade zone. The establishment of such zone is crucial to foreign investors. But they have no control over it. To them it is an external project. In orgamatics we use classification or C-Keys to classify the activity of Org. This helps us to design a project construct for utmost effectiveness. We use the C-Key, “Pe” to classify an external project.

An external task is a task that a project or process needs, but that is not under its authority or budget. In other words, the task is beyond the “jurisdiction” of a process or project. An example is where your government must announce an election date. This date is important for merchandise that you want to sell during the election. The task is in your project plan, but you have no control over it. To you it is an external task. In orgamatics we use classification or C-Keys to classify the activity of Org. This helps us to design a project and process construct for utmost efficiency and effectiveness. We use the C-Key, “eT” to classify an external task.

A facilitator is someone or who makes a process easy. Facilitation is different from training in that a facilitator is a process expert but not necessarily a content expert. A trainer needs some content expertise. Mostly a facilitator will help a group or person to grasp their purpose and intent. With this understanding such person or group can engage in meaningful activity. Facilitators also often eases the process of solving problems or conflict situations. In orgtology, we see a consultant as a facilitator that must empower the client entity. During facilitation, the facilitator should remain "neutral".

Femininity is a receptive construct. In Chinese philosophy it is Yin, the nourisher. It is different to “female” which is a biological structure. One can be female but not feminine. In orgtology we hold aspects such as performance, operations, order, implied intelligence, processes, systems, efficiency, and management as feminine. Jointly, femininity and masculinity form a binary through which we can create anything.

Fixed cost (FC) is an expense that does not change with an increase or decrease in production or service delivery. In other words, fixed costs are expenses that must be paid, independent of any business activity. It encapsulates the overheads of Org. FC tend to be time-related, such as interest or rents that you must pay monthly.

Focus is the ability to concentrate ones mental or physical effort to a specific area of concern. It is a foundational task of management. It decides organizational reality, awakens purpose, and establishes discipline. Without focus, no organization will survive. The practice of focus entails having the authority to work on a specific task within a predetermined period. As with efficiency, focus can induce powerful performance, but does not guarantee relevance. Insight will ensure that we focus on the right things.

The concept “Entropy” originated within the second law of Thermodynamics. It is a measure of the disorder within a system. One can also see it as a measure of chaos. Overall, the natural direction of change in the universe is towards greater disorder. If you leave anything unattended for long enough, it will disintegrate naturally over a period. In orgtology, we view entropy as a natural force that constantly creates disorder within Org. According to Thermodynamics, the natural flow of energy is always from a higher to a lower level. It is never the other way around. Yet, where we isolate energy from its environment, no entropy will take place. The unfortunate thing about isolated energy is that no transformation can take place either. Org needs both, order and chaos to grow in a sustainable way. Entropy’s binary is evolution. Jointly evolution and entropy will stabilize the order / chaos equilibrium of Org.

To forecast is to predict or estimate a future event or trend. In orgtology intent is a forecast because it defines the future state of an idea. We use the 5V Model to forecast our intent. A target is also a forecast, since it predicts the outputs of a process or the outcomes of a project.

In orgtology a framework is an order that we create to sustain something. It is that which holds together a physical structure; a system, a concept, or text. In that sense structure; shape; fabric; frame; order; scheme; system; organization; construction; configuration; composition; constitution; architecture; anatomy; etc., are all frameworks.

In orgtology the frontline are the people who produce the bottom line. We derive the word from a military line or part of an army that is closest to the enemy. We mostly call them "the front-line troops". In Org we see the frontline as those who are in the most important or influential position to affect immediate change.

A group is created when several people or things are located, gathered, or classed together. In Org we often cluster parts and sorts of people into groups so that we can work with it, or them, in some way or another. Mostly these groups have specific names, such as the Procurement Department, a Cost Hub, or a system of processes.

A group cost weight (GCW) is the slice of budget that an activity, task, programme, project, system, process, or a relationship dynamic will take from a “group”. In orgamatics, we often cluster various parts of Org into a group so that we can work with it in some way or another. Where such a group must decide cost, we call it a cost hub. Mostly, we link several cost hubs to a parent hub. The group cost weight is then the total cost of a cost hub, as it relates to a parent hub, expressed as a percentage. E.g., where we make a strategic programme a cost hub, and a company strategy the parent hub, then a programme cost that takes 24% of the company strategy will have a group cost weight of “.24”. Other weights that relate to the group cost weight, are absolute cost weight (ACW) and cost weight (CW). The aim of a GCW is to increase the efficiency within a system.

A group priority weight (GPW) is the importance that you give to a group of things measured against 100 points. In orgamatics, every process belongs to a process family, and every family belongs to a system. Therefore, Org has a process hierarchy. Each process also has a purpose, which we measure through targets. We turn the purpose of every child process into a target for the parent process. In so, the targets of the parent are a summary of the targets of its child processes. We always measure all targets as a percentage against 100 points. A parent thus becomes a priority hub with parent targets. A group priority weight is the weight of a target measured against the weight of the parent target. E.g., if a target of a process has the weight of “.30”, and its parent target has a weight of “.50”, the target priority weight will be 50% of 30%, which is “.15”. In so we can know what the rank of a target is within a process family. Other weights that relate to the group priority weight, are absolute priority weight and priority weight. The aim of a GPW is to increase the efficiency of Org.

A group time weight (GTW) is the slice of time that a group of things take as measured against 100 points. In orgamatics, we often cluster various parts of Org into a group so that we can work with it in some way or another. Where such a group has the purpose of grasping time, we call it a time hub. Mostly, we link several time hubs to a parent hub. The group time weight is then the total time of all activities within a time hub, as it relates to a parent hub, expressed as a percentage. E.g., where we make a strategic programme a time hub, and a company strategy the parent hub, then a programme that takes 24% of the time of the company strategy will have a group time weight of “.24”. Other weights that relate to the group time weight, are absolute time weight and time weight. The aim of a GTW is to increase the efficiency of Org.

A hidden identity is something that an entity wants to hide about who or what it is. A person who has secret phantasies, a disease, or a preference that hir environment condemns, has a hidden identity. Any entity that has a need to hide a specific part of themselves has a hidden identity. It is different from a hidden agenda, which is an attempt to hide an intent or desire. A hidden identity is hiding something about who or what you are. In orgtology we do not condemn hidden identities. Rather, our aim is to understand the need or obligation to have it.

Hir is a gender-neutral pronoun used as substitute for “him/her” or “his/her”. It is common practice for orgtology students to use “hir” in their research write-ups, since it is more efficient than writing “him/her” or “his/her”.